Abstract
We suggest that employees’ job satisfaction has relationship to friendship network other than professional commitment, and argue that friendship network in the same ward and across wards will have different effects on employees’ job satisfaction. A cross-sectional survey design utilizing questionnaires was selected to fulfill the research objectives. All of the 405 nurses in the En Chou Kong Hospital were surveyed. Three hundred and three nurses completed the questionnaire representing a response rate of 74.8%. The instruments included friendship network nomination, professional commitment scale, and nurses’ job satisfaction scale (NJSS). The regression model of job satisfaction was constructed, using friendship network variables in the ward and across wards and professional commitment as independent variables. R square for each model is 0.22-0.36 for the four dimensions of job satisfaction. Professional commitment is the robust predictor. The efficiency of friendship network in the ward is a good predictor, while it is negative related to satisfaction of work load. Further, the indegree in the ward is negative related to work load. Implication was discussed.
Highlights
IntroductionA review or research suggests that workplace friendship is positively related to employees’ job satisfaction, performance, team cohesion, and organizational commitment; it is negatively associated with employees’ turnover intentions and negative emotions [1,2,3,4]
Employees who have friends at work are more likely to be engaged in their jobs
By analyzing the theoretical underpinnings of the network closure and structural hole theories of social capital, it is partially relieved for which the tension between two alternative views of the relationship between social structures and benefits purportedly created by those structures
Summary
A review or research suggests that workplace friendship is positively related to employees’ job satisfaction, performance, team cohesion, and organizational commitment; it is negatively associated with employees’ turnover intentions and negative emotions [1,2,3,4]. Job satisfaction is perhaps the most widely studied work orientation over the last four decades of organizational research. It is obviously complex because of a multitude of variables associated with it [5]. A literature review [6,7] revealed that the absence of a robust causal model incorporating organizational, professional and personal variables is undermining the development of interventions to improve nurse retention. It is suggested that friendship at work may make up the puzzling absence
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