The management of healthcare employees’ job satisfaction: optimization analyses from a series of large-scale surveys

Abstract

BackgroundMeasuring employees’ satisfaction with their jobs and working environment have become increasingly common worldwide. Healthcare organizations are not extraneous to the irreversible trend of measuring employee perceptions to boost performance and improve service provision. Considering the multiplicity of aspects associated with job satisfaction, it is important to provide managers with a method for assessing which elements may carry key relevance. Our study identifies the mix of factors that are associated with an improvement of public healthcare professionals’ job satisfaction related to unit, organization, and regional government. Investigating employees’ satisfaction and perception about organizational climate with different governance level seems essential in light of extant evidence showing the interconnection as well as the uniqueness of each governance layer in enhancing or threatening motivation and satisfaction.MethodsThis study investigates the correlates of job satisfaction among 73,441 employees in healthcare regional governments in Italy. Across four cross sectional surveys in different healthcare systems, we use an optimization model to identify the most efficient combination of factors that is associated with an increase in employees’ satisfaction at three levels, namely one’s unit, organization, and regional healthcare system.ResultsFindings show that environmental characteristics, organizational management practices, and team coordination mechanisms correlates with professionals’ satisfaction. Optimization analyses reveal that improving the planning of activities and tasks in the unit, a sense of being part of a team, and supervisor’s managerial competences correlate with a higher satisfaction to work for one’s unit. Improving how managers do their job tend to be associated with more satisfaction to work for the organization.ConclusionsThe study unveils commonalities and differences of personnel administration and management across public healthcare systems and provides insights on the role that several layers of governance have in depicting human resource management strategies.