Abstract
ObjectiveTo explore what domains of work are important for job satisfaction among doctors, nurses and auxiliaries and to discuss differences between professional groups in the perspective of micro team culture.DesignCross-sectional survey data from hospital staff working clinically at inpatient hospital wards in Norway in 2000.MeasuresLinear regression models predicting job satisfaction for the three professions were compared. First, five domains of hospital work were examined for general job satisfaction. Based on the result of the first regression, five items concerning local leadership were explored in a second regression.ResultsA total of 1814 doctors, nurses and auxiliaries working at 11 Norwegian hospitals responded (overall response rate: 65%). The only domain of work that significantly predicted high job satisfaction important for all groups was positive evaluation of local leadership. Both steps of analyses suggested that professional development is most important for doctors. For registered nurses, experiencing support and feedback from the nearest superior was the main explanatory variable for job satisfaction. Job satisfaction of auxiliaries was equally predicted by professional development and local leadership. The results are discussed and interpreted as reflections of cultural values, loyalties and motivation.ConclusionThe professional values of medicine, the organizational and holistic skills of nurses and the practical experience of auxiliaries should all be valued in the building of interdependent micro teams.
Highlights
In recent years the link between hospital quality, organizational culture and management has received increasing attention in the United States of America [1-4] as well as in Europe [5-7]
Job satisfaction of auxiliaries was predicted by professional development and local leadership
The professional values of medicine, the organizational and holistic skills of nurses and the practical experience of auxiliaries should all be valued in the building of interdependent micro teams
Summary
In recent years the link between hospital quality, organizational culture and management has received increasing attention in the United States of America [1-4] as well as in Europe [5-7]. Microsystems in health service, as defined by Nelson et al [11], are small teams working together on a regular basis to serve the needs of a discrete subpopulation of patients. Microsystems by this definition include patients, clinicians, processes and recurring patterns and are described as complex adaptive systems. This definition is a good fit with hospital wards, which in a Norwegian setting constitute the smallest permanent organizational units. A series of articles in the Joint Commission Journal on Quality and Safety [8-16] discusses the characteristics of units that succeed in motivating staff for quality improvement and high performance
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