Higher Job Satisfaction Scores Research Articles

Impact of Compensation and Benefits on the Job Satisfaction of Employees: Case of Iron Industry in REAL GROUP

Using a descriptive approach to research, this study investigated the complex relationships between employee job satisfaction, benefits, and pay. The study met its four main goals by using a straightforward random sampling technique to obtain a representative sample of 51 persons. First of all, it showed a positive relationship between pay and job satisfaction, suggesting that higher pay generally translates into happier employees. Second, the study demonstrated the important role benefits play in raising job satisfaction, demonstrating that workers with full benefit packages typically have higher job satisfaction scores. Thirdly, the study showed that employees who perceive justice in remuneration and benefits systems are more likely to report higher levels of job satisfaction, underscoring the significance of perceived fairness in these systems. Lastly, it determined a number of moderating factors, such as personal traits, professional responsibilities, and organizational culture that impacted the relationship. Given these results, the study highlights how important it is to provide competitive pay and extensive benefit packages while maintaining equity and taking individual differences into account. Also, by doing their KRA can improve employee work performance, morale, retention, and work satisfaction. It implies that more investigation into these associations using bigger sample sizes and a more varied population may provide new information and deepen our understanding of them. Key Words: Human Resources, Compensation, Benefits, Job Satisfaction, Employees, KRA

Social support moderates the relationship between burnout and job satisfaction in aerodigestive team members

Burnout among healthcare workers is a public health crisis. Burnout is associated with elevated cynicism, emotional exhaustion, and low job satisfaction. Methods to combat burnout have been challenging to identify. Based on positive experiences of pediatric aerodigestive team members, we hypothesized that social support in multidisciplinary aerodigestive teams moderates the effects of burnout on job satisfaction.Using a survey of the Aerodigestive Society, members of Aerodigestive teams (N = 119) completed demographics, the Maslach Burnout Inventory, and measures of job satisfaction, emotional, and instrumental social support. In addition to assessing relationships between components of burnout and job satisfaction, six tests were conducted using PROCESS to ascertain the degree to which social support moderated these relationships.Similar to US healthcare base rates, burnout scores in this sample suggest that a third-to-half felt Emotionally Exhausted and Burned Out from work "A few times a month"-to-"Every Day." Simultaneously, however, the majority in sample (60.6%) noted feeling that they "positively impact others' lives" with 33.3% endorsing "Every Day." Job satisfaction was strikingly high at 89%, with most reporting Aerodigestive team affiliation related to higher job satisfaction. Both Emotional and Instrumental social support moderated the effect of Cynicism and Emotional Exhaustion on Job Satisfaction, with higher Job Satisfaction scores in conditions of high support.These results support the hypothesis that social support from a multidisciplinary aerodigestive team moderates the effect of burnout in its team members. Further work is needed to understand if membership in other interprofessional healthcare teams can help combat the negative effects of burnout.

Job satisfaction and associated factors among psychiatric nurses in tertiary psychiatric hospitals: Results from a nationwide cross-sectional study.

To investigate the job satisfaction among psychiatric nurses in China and to explore its associated factors. A cross-sectional survey among a nationwide sample from 32 tertiary psychiatric hospitals in 29 provincial capitals in China. Nurses (N=9.907) were targeted for this survey in December 2017. In all, 8,493 responded (response rate=85.7%) and 7,881 (79.5%) were included in the analysis. An online questionnaire was used to collect demographics and factors related to the work environment. The short version of the Minnesota Satisfaction Questionnaire was used to assess job satisfaction. Multilevel regression was used to examine the association between job satisfaction and these factors. The mean job satisfaction score was 73.7. The multiple regression analysis indicated that self-rated health, monthly income, medical liability insurance coverage, perceived respect from patients, social recognition, nurse-physician collaboration, and trust were significantly associated with higher job satisfaction scores, while age, work hours, and directly experiencing patient-initiated violence were negatively associated with job satisfaction (p<.05). Overall, Chinese psychiatric nurses are closer to satisfied than neutral and some demographics and factors related to stressful work environments were associated with nurses' job satisfaction scores. This study examined factors associated with the job satisfaction of Chinese psychiatric nurses in a nationwide sample and indicated that to improve nurses' job satisfaction, the government and hospital administrators could consider ways to promote nurses' personal health and to modify the stressful work environments, such as improving income, reducing work hours, promoting the psychiatric nursing specialty in ways that increase the public's respect for it, increasing awareness of medical liability insurance coverage, and protecting nurses from patients' violence.

Impact of hospital mergers on staff job satisfaction: a quantitative study.

BackgroundHospital mergers began in the UK in the late 1990s to deal with underperformance. Despite their prevalence, there is a lack of research on how such organizational changes affect the staff morale. This study aims to assess the impact of NHS hospital mergers between financial years 2009/10 and 2011/12 on staff job satisfaction and to identify factors contributing to satisfaction.MethodsData on staff job satisfaction were obtained from the annual NHS Staff Survey. A list of mergers was compiled using data provided by the Cooperation and Competition Panel and the Department of Health. Other sources of data included the NHS Hospital Estates and Facilities Statistics, the NHS ‘Quarter’ publication, official reports from health service regulators, individual hospitals’ annual accounts, data from the NHS Information Centre and the NHS Recurrent Revenue Allocations Exposition Book. Only full mergers of acute and mental health hospitals were analyzed. Propensity scores were generated using observable factors likely to affect merger decision to select three comparable hospitals for every constituent hospital in a merger to act as a control group. A difference-in-difference was estimated between baseline (3 years before merger approval) and each subsequent year up to 4 years post-merger, controlling for work environment, drivers of job satisfaction, data year, type of hospital and occupation group.ResultsThere were nine mergers during the study period. Only job satisfaction scores 1 to 2 years before (0.03 to 0.04 point) and 1 year after merger approval (0.06 point) were higher (P < 0.01) than baseline. Robustness testing produced consistent findings. Assuming other conditions were equal, an increase in autonomy, staff support, perceived quality and job clarity ratings would increase job satisfaction scores. Higher job satisfaction scores were also associated with being classified as medical, dental, management or administrative staff and working in a mental health trust.ConclusionHospital mergers have a small, transient positive impact on staff job satisfaction in the year immediately before and after merger approval. Continuous staff support and management of staff expectations throughout a merger may help to increase staff job satisfaction during the challenging period of merger.Electronic supplementary materialThe online version of this article (doi:10.1186/1478-4491-12-70) contains supplementary material, which is available to authorized users.

Investigation of coping strategy for occupational stress among workers in thirteen enterprises

To investigate the influential factors for the coping strategy for occupational stress among workers in thirteen enterprises. An anonymous survey was conducted in 6711 workers in 13 enterprises selected by cluster sampling from November 2008 to June 2009. Coping strategy, occupational stressors, stress response, and social support were measured using occupational stress instruments, job content questionnaire, and effort-reward imbalance questionnaire. The data from 5338 workers were statistically analyzed; the overall response rate was 79.6%. The median coping strategy score was 26 (23-30) (P25∼P75). The coping strategy score of male workers (26.56±5.30) was significantly higher than that of female workers (26.07±5.37) (Z = 10.02, P < 0.01). Coping strategy score was the highest in managers (27.41±4.86) and the lowest in front-line workers (26.28±5.36), with a significant difference between the two groups (χ(2) = 5.38, P < 0.01). The coping strategy scores of workers with weekly job times of ≤40 h, 41-50 h, 51-59 h, and ≥ 60 h were 26.93±5.36, 26.72±5.11, 25.74±5.30, and 25.09±5.83, respectively (χ(2) = 22.12, P < 0.01). Correlation analysis revealed that coping strategy score was positively correlated with decision level (r = 0.183, P < 0.01), reward (r = 0.207, P < 0.01), positive emotion (r = 0.244, P < 0.01), superior support (r = 0.176, P < 0.01), coworker support (r = 0.176, P < 0.01), and job satisfaction (r = 0.171, P < 0.01), but negatively correlated with psychological demands (r = -0.157, P < 0.01), physical demands (r = -0.099, P < 0.01), negative emotion (r = -0.093, P < 0.01), and depressive symptoms scores (r = -0.208, P < 0.01). Compared with those with middle or low coping strategy scores, workers with high coping strategy scores reported higher decision level, reward, social support, job satisfaction, and positive emotion scores (P < 0.01) but lower depressive symptom and negative emotion scores (P < 0.01). Enterprise type, individual factors, health status, and work time, have effects on the coping strategy for occupational stress of occupational stress.

Leadership Styles of General Managers and Job Satisfaction Antecedent of Middle Managers in 5-Star Hotels in Kuala Lumpur, Malaysia

Leadership styles may differ across countries particularly in aspects such as culture, approach, and language. Expatriate managers in Malaysian 5-star hotels, may have a different approach from local managers, hence the levels of the job satisfaction of middle managers may differ too. Information is still lacking on the influence of expatriate managers leadership styles on employees’ job satisfaction in Malaysian 5-star hotels. The purpose of this paper was twofold, to shed light on employees’ job satisfaction under the leadership of expatriate managers as well as the differences in leadership styles of local and expatriate managers. Results showed that transformational leadership styles such as; idealized influence (behavior), intellectual stimulation, inspirational motivation had a significant positive effect on employees job satisfaction. Even transactional leadership styles of expatriates such as contingent reward produced significant positive effect on employees job satisfaction. However transactional leadership of management by exception (passive) of expatriate managers had a significant negative effect on job satisfaction. The combination of five leadership styles of expatriate managers, was able to produce 92.2% of employees’ job satisfaction. Except for management by exception (passive), the other four leadership styles had a positive effect on job satisfaction. Results further revealed that expatriate managers have different leadership styles, with higher individual consideration, and contingent reward score, but lower management by exception (passive) score compared to local managers. The difference in leadership styles enabled expatriate managers to achieve higher job satisfaction scores compared to local managers.

Nurse practitioners’ job satisfaction and intent to leave current positions, the nursing profession, and the nurse practitioner role as a direct care provider

The purposes of this cross-sectional descriptive study were three-fold: to describe job satisfaction among a national nurse practitioner (NP) sample; to examine differences in NP job satisfaction based on their intent to leave current positions, the nursing profession, and the NP role as a direct care provider; and to describe the relationship between job satisfaction and anticipated turnover. Data were collected from 254 NPs who attended the 2008 American Academy of NPs (AANPs) 23rd National Conference. The Misener NP Job Satisfaction Scale (MNPJSS) was used to measure NP job satisfaction. The Anticipated Turnover Scale (ATS) was used to assess NP perception or opinion of the possibility of voluntarily terminating their present job. Intent to leave variables were measured with single-item questions. The NPs sampled were satisfied with benefits, challenge, and autonomy. They were minimally satisfied with professional growth, intrapractice partnership, and collegiality. Twenty-seven percent of NPs indicated intent to leave current positions; a small percentage (5.5%) indicated intent to leave the nursing profession and the NP role as a direct care provider (5.5%). There were significant differences in job satisfaction based on intent to leave current positions, and higher job satisfaction scores were significantly related to intent not to leave current positions. There was a significant negative relationship between job satisfaction and anticipated turnover. This study contributes to the current literature that has minimally addressed NP job satisfaction and has not addressed NPs' intent to leave current positions, the nursing profession, or the NP role as a direct care provider. This is the first national NP study of job satisfaction, intent to leave, and anticipated turnover. This study will help bridge the gap in literature relating to NP job satisfaction, their intent to leave, and anticipated turnover. The results of this study could potentially assist employers in developing strategies for recruitment and long-term retention. These results may also give insight into how NPs can make their work environments more fulfilling. Additionally, these results may contribute to continued role adaption necessary for the constantly changing work environments in which NPs currently practice.

Educational experiences and quality of life of gastroenterology fellows in the United States

OBJECTIVE: The objective of this study was to investigate the education and quality of life of United States gastroenterology fellows. METHODS: A 3-page, 74-question survey incorporating a 5-point Likert scale was designed. All US gastroenterology fellowship program directors were contacted by mail and asked to distribute the survey to graduating fellows. Surveys were sent on 3/29/1998 and collected until 6/1/98. RESULTS: Fellows who would not train at the same institution again had less supervision, clinical instruction, research mentorship, and support services than those who would. Fellows who had loans had lower personal satisfaction scores than those who did not. Fellows who did not hold second jobs (moonlight) had higher job satisfaction scores. Those with vision or dental insurance had higher job and personal satisfaction scores. Regarding quality of life, only 23% of fellows agreed they were not overworked, 23% agreed they were not stressed, 25% agreed they were financially stable, 54% agreed they were happy with fellowship, and 84% agreed they were happy with their career choice. Regarding education, 56% agreed there was more emphasis on productivity than on education, 39% agreed they received adequate mentorship for research, 86% agreed there was adequate supervision, 48% of fellows agreed they had autonomy in making clinical decisions, and 41% agreed they had continuity of care in seeing patients. CONCLUSIONS: Most fellows were happy about their career choice and clinical instruction, but there were deficiencies regarding quality of life (stress, overwork, financial security), education (research support, continuity of care) and job benefits (health coverage).

Educational experiences and quality of life of gastroenterology fellows in the United States.

The objective of this study was to investigate the education and quality of life of United States gastroenterology fellows. A 3-page, 74-question survey incorporating a 5-point Likert scale was designed. All US gastroenterology fellowship program directors were contacted by mail and asked to distribute the survey to graduating fellows. Surveys were sent on 3/29/1998 and collected until 6/1/98. Fellows who would not train at the same institution again had less supervision, clinical instruction, research mentorship, and support services than those who would. Fellows who had loans had lower personal satisfaction scores than those who did not. Fellows who did not hold second jobs (moonlight) had higher job satisfaction scores. Those with vision or dental insurance had higher job and personal satisfaction scores. Regarding quality of life, only 23% of fellows agreed they were not overworked, 23% agreed they were not stressed, 25% agreed they were financially stable, 54% agreed they were happy with fellowship, and 84% agreed they were happy with their career choice. Regarding education, 56% agreed there was more emphasis on productivity than on education, 39% agreed they received adequate mentorship for research, 86% agreed there was adequate supervision, 48% of fellows agreed they had autonomy in making clinical decisions, and 41% agreed they had continuity of care in seeing patients. Most fellows were happy about their career choice and clinical instruction, but there were deficiencies regarding quality of life (stress, overwork, financial security), education (research support, continuity of care) and job benefits (health coverage).