Key determinates of job satisfaction for acute care nurse practitioners in Taiwan

Nurse practitioners (NPs) play an important role in addressing growing health care needs. Among NPs, organizational empowerment is positively associated with overall practice outcomes. Therefore, efforts to promote organizational empowerment in practice are necessary to increase job satisfaction among NPs as well as decrease the stress and intention to leave. This study investigated the relationships of organizational empowerment and practice outcomes of job satisfaction, work stress, and intention to leave in acute care practices. This study was conducted as a cross-sectional design with a national survey of 946 acute care NPs. Questionnaires contained demographic and practice characteristics, Misener Nurse Practitioner Job Satisfaction Scale, Condition for Work Effectiveness Questionnaire II, and the work stress VAS scale. Hierarchical Linear Model (HLM) was used to investigate individual NP-level or organization-level effects on job satisfaction. The factors associated with job satisfaction were examined by stepwise multiple regression. The organizational empowerment was low, work stress was moderately high, and job satisfaction was between slightly unsatisfied and slightly satisfied. The HLM results indicated that organization-level effects did not affect the job satisfaction of NPs. Nurse practitioners with greater formal power, resources, and informal power had higher job satisfaction. Conversely, NPs with an intention to leave and a higher level of stress showed lower job satisfaction. Organizational empowerment, intention to leave, and stress affect job satisfaction of acute care NPs in Taiwan. To enhance the job satisfaction of NPs, health care administrators should empower NPs by providing access to opportunity, support, information, and resources in the health care delivery system.

The link between organizational culture, organizational trust, job satisfaction, and team-based practice among nurse practitioners (NPs) has not been examined simultaneously. To identify the effects of organizational culture, organizational trust, and other factors on NPs such as job satisfaction and team-based practice. We used a cross-sectional design with a national sample. Data were collected using an online survey of 1,100 NPs working in acute care settings. The survey included demographic and working characteristics, the Organizational Culture Scale, the Organizational Trust Scale, the Misener Nurse Practitioner Job Satisfaction Scale (MNPJSS), and the NP-physician relations (NP-PR) subscale of the Nurse Practitioner Primary Care Organizational Climate (NP-PCOCQ). Multiple regression analysis with a stepwise selection method explored potential factors that influence job satisfaction and team-based practice. A learning environment, psychological safety, senior leadership support, commitment to the organization, and the organizational culture and trust were positively associated with higher job satisfaction, which accounted for 49.2% of the variance in NPs' job satisfaction. Organizational trust, commitment to the organization, and learning environment promoted better team-based practice significantly. Also, NPs working a fixed shift pattern showed higher levels of team-based practice. These factors accounted for 23.66% of variances in team-based practice. Organizational culture and organizational trust affect the job satisfaction and team-based practice of NPs in acute care practices. Implications for Nursing Management. Acute care hospitals are encouraged to develop policies to enhance a learning environment, a supportive organizational culture, and trust in NPs' practice.

Nurse Practitioner Job Satisfaction and the Healthy Work Environment.

Nurse Practitioners (NPs) are integral to addressing the evolving demands of health care, delivering high-quality, cost-effective care across diverse settings. Despite their critical role, research exploring the impact of organizational belonging on NPs' job satisfaction, burnout, and retention remains limited. The purpose of the study was to explore the association between organizational practice environment and organizational belonging for NPs who work across all practice environments. This is a cross-sectional, descriptive study surveying NP's across primary, acute, and specialty care areas. Multiple validated instruments were used to scale organizational practice environment, NP organizational belonging, provider comanagement, burnout, job satisfaction, mental health, and intention to leave one's job. Among 73 respondents, organizational climate significantly influenced NP belonging (β = 1.14, p = .001) and job satisfaction (β = -2.06, p = .002). Organizational belonging was associated with job satisfaction (β = -2.06, p = .010), comanagement (β = 1.87, p = .045), and burnout (β = -3.45, p = .001). To enhance NP job satisfaction, health care organizations should prioritize fostering a sense of belonging. Key strategies include promoting role clarity, supporting collaborative practice, and involving NPs in leadership and decision-making processes. The lack of institutional belonging among NPs is a complex issue influenced by workplace dynamics, role recognition, and organizational culture. Addressing these factors is essential for improving NP retention, job satisfaction, and overall workforce well-being.

Objectives: To identify the barriers and facilitators associated with the implementation of the nurse practitioner (NP) role in Ontario’s public health units (PHUs), the NPs’ job satisfaction, and the relationship between NP job satisfaction and practice dimensions. Methods: This descriptive study involved a postal survey of all NPs (N=29) working in Ontario PHUs. Results: Twenty-eight (96.5%) NPs completed the survey. The facilitators to role implementation most often identified by the NPs were management support, the NPs’ knowledge of the PHU programs, and access to PHU programs for their clients. The barriers most often cited were being the only NP working in the PHU, inadequate salary, and lack of coverage when the NP was away. When working with community physicians, the most common facilitators were the trust shown by physicians when making shared decisions and physician respect for the NP. The most common barriers were the unwillingness of specialist physicians to accept referrals from the NP and physicians’ lack of understanding of the role. Overall, the NPs were satisfied with working in the PHU, satisfied with their collaborative relationship with physicians and minimally satisfied with their salaries. Conclusion: NPs have recently been introduced in PHUs in Ontario. A number of factors have facilitated role integration. At the same time, a number of barriers to their role implementation have been identified and if addressed, can contribute to the optimal utilization of this role in PHUs. Key words: Nurse practitioners; public health; primary health care; role implementation; job satisfaction

To examine overall job satisfaction and its association with extrinsic and intrinsic characteristics of job satisfaction among nurse practitioners at the chosen practice site. The objectives were to identify relevant retention and recruitment strategies, from the nurse practitioners perspective, by examining (1) what role aspects are most satisfying, and (2) approaches for successful, professional development and integration in the role. Supportive professional practice environments are particularly important to nurses' satisfaction with their work and the quality of patient care provided. Hence, research that examines nurse practitioners practice implications and barriers in today's healthcare system is essential. A descriptive-correlational design using survey methodology. A nonprobability sample of convenience was used. The outcome measures were: The Misener Nurse Practitioner Job Satisfaction Scale and two investigator-developed surveys. Participants expressed dissatisfaction with professional and monetary recognition, assertive influence, administrative support and collegial relationships. Interaction of subscale factors on overall job satisfaction and demographic survey findings has important implications for health administrators and nurse practitioners in similar organisations. Stakeholders in healthcare milieus need to be fully engaged in the redesign of the American healthcare system heeding the recommendations of the Institute of Medicine to provide safer health systems to the public. By doing this, issues related to frustration by nurse practitioners related to job satisfaction will be addressed. The need for cooperation, participation, collaboration and instrumental communication are essential in the delivery of safe, quality patient care. A better understanding of intrinsic professional rewards needs to be learned by nurse practitioners who want to seek professional satisfaction and engage in the survival and growth of the profession. Nurse practitioners armed with this translational information have viable agenda items that can be negotiated into extrinsic rewards.

To describe the current level of job satisfaction of nurse practitioners (NPs) in one Midwestern state. This study utilized descriptive correlation design to examine factors that lead to job satisfaction and dissatisfaction among a randomized sample of licensed NPs from a Midwestern state. The sample of 147 NPs (63% return rate) completed self-administered questionnaires about various characteristics of their jobs. Descriptive statistics and correlations were used to analyze the data. The theoretical foundation for the study was Herzberg's Dual Factor Theory of Job Satisfaction. Overall job satisfaction of NPs was minimally satisfied to satisfied. NPs were most satisfied with intrinsic factors and least satisfied with extrinsic factors of their jobs. Factors NPs were most satisfied with were sense of accomplishment, challenge in work, level of autonomy, patient mix, and ability to deliver quality care. NPs were least satisfied with time off to serve on professional committees, reward distribution, amount of involvement in research, opportunity to receive compensation for services outside normal duties, and monetary bonuses available in addition to salary. NPs with 0-1 year practice experience were the most satisfied with their jobs, but satisfaction scores fell steadily with each additional year of experience, reaching a plateau between the 8th to 11th years of practice. Improving job satisfaction for NPs is critical to recruit and retain advanced practice nurses to enhance access to quality, cost-effective care for all patient populations. Satisfied NPs can potentially reduce healthcare costs associated with employee turnover. Employers must look at extrinsic factors such as compensation and opportunities for professional growth to enhance NP job satisfaction.

ABSTRACTBackgroundNurse practitioners (NPs) in Taiwan have practiced mainly in acute care hospitals since 2006. Although organizational support and level of support have been associated with the successful integration of NP roles and effective practice outcomes, organizational support in the context of NPs in inpatient settings is an area that has been rarely explored in the literature.PurposeThe purpose of this study was to investigate the relationship between organizational support and the practice outcomes of job satisfaction, care effectiveness, and intention to leave in NPs.MethodsA national survey of 512 NPs was conducted that included a demographic characteristics datasheet, the Nurse Practitioner Primary Care Organizational Climate Questionnaire, the Misener Nurse Practitioner Job Satisfaction Scale, and the Nurse Practitioner Care Effectiveness Scale. Multiple regression analysis was applied to explore the specific factors associated with job satisfaction. The statistical significance level was set at .05 with a two-tailed test. All statistical analyses were conducted using SPSS Statistics Version 22.0 software.ResultsMore than half of the participants were found to be dissatisfied with their hospital managers (54.8%) and with each dimension of organizational support. Overall, 82.1% of the participants were satisfied with their current practice. A multiple regression analysis showed that the participants who perceived higher levels of organizational support in the workplace (β = .53, p < .001), expressed satisfaction with working with their managers (β = .25, p < .001), or perceived better care outcomes (β = .10, p < .001) reported higher job satisfaction. In addition, the participants who expressed intention to leave within 1 year (β = −.09, p < .001) and those with higher patient loads (β = −.09, p < .001) reported lower job satisfaction. Organizational support was found to explain 50% of the variance in job satisfaction.Conclusions/Implications for PracticeThe results of this study highlight organizational support as the most important factor affecting job satisfaction in NPs. Therefore, administrators work to promote organizational support and improve the work environment to enhance the job satisfaction, increase the clinical practice retention, and improve the care outcomes of NPs.

Organizational structures and outcomes of newly hired and experienced nurse practitioners in New York State

Charting the Course: Exploring the Dynamic Impact of Mentorship Programs on Nurse Practitioner Satisfaction and Health Care Outcomes.

A few studies have specifically examined the role perception and job satisfaction of civilian nurse practitioners (NPs), but no data exist for U.S. Navy NPs. The purpose of this study was to describe the perceptions of the Navy NP's roles by commanding officers, directors of nursing services, physicians, and NPs, and the level of job satisfaction among Navy NPs. A total of 907 questionnaires investigating NP role and job satisfaction were mailed to 29 Naval hospitals and clinics in the United States and overseas. The sample size totaled 450 (50% response rate). Of the 450 respondents, 45 NPs also filled out the Measure of Job Satisfaction survey. There were measurable differences in NP role perception by the sample groups. Role conflict and ambiguity were shown. Autonomy, sense of accomplishment, and time spent in patient care were major satisfiers, whereas pay, overall staffing levels, time available to get through work, and the amount of time spent on administrative work were the major dissatisfiers.

This study aimed to determine the main factors that affect nurse practitioners' (NPs) job satisfaction, especially the relationship between organisational commitment and leadership styles in acute care practices. There is little known about the influence of organisational commitment and leadership on NPs' job satisfaction within acute care hospitals. A cross-sectional design with a national online survey enrolled 1205 NPs from the Taiwan Association of Nurse Practitioners. A multiple regression model was applied to identify potential variables that associated with job satisfaction. Organisational commitment (mean = 59.47), job satisfaction (mean = 173.47) and leadership style (mean ranged from 13.29 to 28) were at a moderate level. Organisational commitment, leadership style, patient load and NP advancement levels explained 63% of the variance in NPs' job satisfaction. Organisational commitment and leadership styles, such as idealized influence and individual consideration, are major factors that impact NPs' job satisfaction. Health care organisations should develop policies targeting organisational commitment and managers' leadership styles to improve NPs' job satisfaction.

To examine the level of job satisfaction and its association with extrinsic and intrinsic job satisfaction characteristics among Canadian primary healthcare nurse practitioners (NPs). A descriptive correlational design was used to collect data on NPs' job satisfaction and on the factors that influence their job satisfaction. A convenience sample of licensed Canadian NPs was recruited from established provincial associations and special-interest groups. Data about job satisfaction were collected using two valid and reliable instruments, the Misener Nurse Practitioner Job Satisfaction Survey and the Minnesota Satisfaction Questionnaire. Descriptive statistics, Pearson correlation and regression analysis were used to describe the results. The overall job satisfaction for this sample ranged from satisfied to highly satisfied. The elements that had the most influence on overall job satisfaction were the extrinsic category of partnership/collegiality and the intrinsic category of challenge/autonomy. These findings were consistent with Herzberg's Dual Factor Theory of Job Satisfaction. The outcomes of this study will serve as a foundation for designing effective human health resource retention and recruitment strategies that will assist in enhancing the implementation and the successful preservation of the NP's role.

Although workforce diversity has been cited as an important workforce issue, the contemporary U.S. nurse practitioner (NP) workforce is dominated by females. Provider diversity, specifically gender, has been found to directly influence patient preference. However, lack of gender diversity in the NP workforce has never been specifically evaluated in terms of job satisfaction and patterns of care. The purpose of this study was to assess and evaluate NP gender, job satisfaction and practice patterns of care for U.S. clinical NPs. This study used the 2012 National Sample Survey of Nurse Practitioners (NSSNP). Participants meeting inclusion criteria totaled 8,978 NPs, of which 92.8% were female. Although overall job satisfaction was not shown to be significantly different between genders, several patterns of care were found to be significant. Of the 11 measured patterns of care in the NSSNP, six were significantly different between genders, with a female majority indicating that they performed these services most often. In only one rendered service, performed medical procedures, did male NPs indicate that they did more than females. This study suggests the importance of a gender-diversified U.S. nurse practitioner workforce. This is indicated by differences highlighted in patterns of care by NP gender, which has been postulated to influence patient outcomes, including perceived quality of care and engagement in the health care process. Patient preferences for same-gender NPs, particularly patients with privacy issues, warrant further exploration.

Theory of Nurse Practitioner Job Satisfaction