Job Satisfaction Of Nursing Staff Research Articles

Job Satisfaction of the Senior Staff Nurses at Rajshahi Medical College Hospital

Background: Job satisfaction among healthcare professionals, particularly senior staff nurses, is essential for maintaining high-quality patient care. The study aims to assess the job satisfaction of senior staff nurses at Rajshahi Medical College Hospital. Method: A descriptive cross-sectional study was select 50 senior staff nurses working in various units at RMCH. Semi-structured interviews were conducted with the selected participants, taking place in private rooms during different shifts. Data collection spanned from November 2014 to April 2015 and covered 40 wards under 7 selected units. Demographic data, including age, gender, religion, educational qualifications, and years of service, were collected from the participants. Job satisfaction-related questions were explored, encompassing aspects such as training, promotion, rewards, job-related factors, feelings towards the job, and overall job experience. Results: The surveyed senior staff nurses were predominantly female (90%), aged 40-49 years (54%). Education levels varied: 68% held nursing diplomas, 24% had B.Sc. in nursing degrees, and 8% possessed MPH qualifications. The majority (34%) had 11-15 years of service, with a minority (4%) having over 25 years. Job Satisfaction Factors: Key job satisfaction drivers included training for skill improvement (80%), promotion opportunities (12%), and recognition through rewards (8%). A significant 92% reported high job satisfaction. Personal motivation (10%), financial incentives (40%), and a desire to help others (50%) played vital roles. Most found their work fulfilling, with 70% stating it fulfilled their desire to assist patients, describing their experiences as rewarding. Conclusion: This study underscores the importance of addressing key determinants of job satisfaction, such as training, promotion, and rewards, to maintain a high level of job satisfaction among senior staff nurses at RMCH. Improving job satisfaction can contribute to a more motivated and effective healthcare workforce, ultimately enhancing patient care.

Analysis of Post-COVID-19 Hospital Service Quality: A Study Based on Patient Perceptions

This study provides a conceptual and empirical investigation of the effect of items on measuring the quality of post-COVID-19 health services based on patient perceptions in the health sector. The proposed measurement item for Consumer Perceived Value Healthcare (CPV Healthcare) against Healthcare Service Quality (HEALTHQUAL) was tested using data collected from a hospital in Medan City from 253 respondents. The data set included 185 patients and 68 respondents from the public from June 2022 to November 2022. This research is associative research using a quantitative method approach. Data analysis used SPSS with ANOVA testing, Simple Regression, Pearson Correlation, and t-test for correlation analysis of dependent variable measurement items (CPV Healthcare = 27 items) on independent variables (HEALTHQUAL = 32 items) in patient care (inpatients, outpatients, and family members of patients in the emergency room) and between patients and groups of the general public. The results showed a strongly significant difference between CPV Healthcare measurement items and patient and community HEALTHQUAL. This study underscores the most significant dimension of CPV Healthcare and validates the relationship between the value of Service Quality in the healthcare sector which is a function of transaction value and self-satisfaction value. Patients like personal care and relief from depressive moods when cared for by professional nurses and doctors in the hospital. This study is limited theoretically to assess the relationship between CPV Healthcare and Healthcare SERVQUAL. Need to be assessed in future studies, such as consumer experience, experience and job satisfaction of hospital staff (nurses & doctors), patient ethnicity, and hospital image, need to be assessed in future work.

Management of Health and Welfare Facilities and Nursing Staff Job Satisfaction. Case Study of the General Hospital of St. Dimitrios

Introduction: Job satisfaction is defined by the overall feeling, that employees feel, as well as their personal feelings regarding their salary, the opportunities for promotion, the extra rewards, their boss and colleagues, the nature of the work produced, the working conditions and the level of communication between the different parts in the organization. Purpose: To investigate the professional satisfaction of nurses, which will help to document the influence of hospital organization and management on their satisfaction and show ways of improving it. Material and method: A sample of 152 nurses of the General Hospital “Agios Dimitrios” was selected. The study was conducted using Paul Spector's JSS (Job Satisfaction Survey) questionnaire, which has been used widely and globally for several decades to measure job satisfaction. The SPSS statistical software was used for statistical analysis and processing of the results. Results: 200 questionnaires were distributed, 155 were correctly returned completed. Most participants consisted of married women, 45-54 years old, TEI graduates, as nurses, having 11-20 years of experience, working shifts, paid 1000-1500 €. Low overall job satisfaction was documented regarding salary, promotion, benefits, potential rewards and communication, on the other hand operating conditions factors, associates and nature of work is moderate and the supervisory factor high. The majority of nurses (82 persons, 53.9%) were dissatisfied and only 6 persons (3.9%) were satisfied and the remaining 64 (42.1%) were neutral / moderate, which contributed to the overall low satisfaction. Satisfaction was influenced by responsibility, salary, shifts and work experience. Conclusions: The results depict the multilevel nature of job satisfaction as it depends on many factors and may be influenced by many characteristics of the employees. Key words: JSS Questionnaire, job satisfaction, nursing management, health system.

Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses

PurposeThis study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses.Design/methodology/approachThis cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale.FindingsThe self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses.Originality/valueThe results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.

Study to identify the leadership style and their job satisfaction level among the nursing profession

The aim of this study to identify the leadership style and job satisfaction level among the nursing professions. Material and Methods: The researched adopted the cross-sectional descriptive exploratory research design in which investigator evaluate effect of leadership styles on job satisfaction among nursing professionals of selected hospitals in Mumbai. The sample comprised of 500 nursing professionals including nursing leaders (117) and staff nurses (383). Sample was selected by using non probability, convenient sampling technique was used. Data were collected multifactor leadership questionnaire, Minnesota Satisfaction Questionnaire and Interview Schedule. Data were analyzed using descriptive and inferential statistics. In that Chi-square test for association of leadership style and job satisfaction of staff nurses with Their demographic variables. Result: The results of this study showed that, staff nurse majority of 58.22% of respondents belongs to transformational leadership style followed by 33% belongs to Transactional leadership style and 9.13% belongs to Laissez-Fair Leadership style. In nursing leader’s majority of 60.68% respondent belongs to transformation leadership followed by 28.20% respondents belongs to transactional leadership and 11.11% belongs to laissez-fair leadership style. Among nursing staff, majority of 49.08% respondents neither satisfied nor dissatisfied and 6% were very satisfied.

Hospital Ethical Climate and Job Satisfaction among Nurses: A Scoping Review.

The aim of this study was to map and summarize the published research findings on hospital ethical climate and its relationship with nursing staff job satisfaction as well as strategies proposed in the literature for the improvement of hospital ethical climate and job satisfaction through the actions of nursing staff in leadership positions. A scoping review has been performed in accordance with the guidelines of Preferred Reporting Items for Systematic Reviews and Meta-Analysis extension scoping reviews statement (PRISMA-ScR). Three electronic bibliographic databases were searched: the SCOPUS, Medline, and CINHAL Complete using a combination of keywords with the range of years 1994–2021. A total of 15 papers out of 235 records identified were eligible for the analysis. The literature review confirmed a significant relationship between ethical climate and job satisfaction of nurses. Furthermore, the interdependence of ethical climate and job satisfaction of nursing staff affects many different aspects including patients, co-workers, an organization and research. Identifying factors that influence ethical climate and job satisfaction as well as the relationship between these variables may help to reduce the dropout concerning a change of profession among nursing staff.

Job satisfaction of senior staff nurses in selected Upazila health complexes

A descriptive type of cross-sectional study was conducted with the objective to determine the status of job satisfaction of senior staff nurses working at Upazila Health Complex. A total of 152 senior staff nurses were selected purposively from 16 upazila health complex where data collection instrument was self- administered semi-structured questionnaire. Results revealed that the mean age of the respondents was 44.05±7.01 years. In education, majority of the respondents (72.4%, n=110) were diploma in nursing and 20.4% (n=31) BSc in nursing. Among them, 30.9% (n=47) respondents had monthly income from Tk. 21000-25000. Majority of the respondents (61.8%, n=94) had permanent job and 23.7% (n=36) respondents had temporary job. Majority of the respondents (60.6%, n=92) were working as senior stuff nurse for above eight years. Majority of the respondents (73.7%, n=112) had working experience above four years. Most of the respondents (86.2%, n=131) had national training. 36.8% (n=56) respondents were satisfied with the salary they got. Few of the respondents (8.6%, n=13) were satisfied with the working environment. 23.0% (n=35) respondents were dissatisfied with the freedom to choose own work. 22.4% (n=34) respondents were satisfied with recognition of performance at work. Most of the respondents (86.2%, n=131) respondents were neither satisfactory nor dissatisfactory with cooperation from superior. 18.4% (n=28) respondents were satisfied with relation with colleague. 28.9% (n=44) respondents were dissatisfied with job security. Majority of the respondents (64.8%, n=104) were neither satisfactory nor dissatisfactory with fringe benefit from service. Majority of the respondents (57.9%, n=88) respondents were dissatisfied with promotional scope. 39.5% (n=60) respondents were satisfied with the place of posting.16.4% (n=25) respondents were dissatisfied with opportunity for career advancement. Majority of the respondents (72.4%, n=110) were satisfied with their jobs. 17.8% (n=27) respondents had poor satisfaction level regarding their jobs. Majority of the respondents (51.3%, n=78) said that political influence affect their job satisfaction. 13.2% (n=20) respondents said that communication barrier affect their job satisfaction. Respondent’s age (p=0.004), educational status (p=0.030) and monthly family income (p=0.052) was significantly associated with level of job satisfaction. Special attention should be given for their promotional opportunity to increase their level of job satisfaction.

A study to asses the occupational stress and job satisfaction of staff nurses working in selected Hosptials, Sri Ganganagar

Introduction: With the growing demand and progress in nursing, the pressure on nurses has also increased. It is often seen that nursing work is under great pressure. This is especially true for staff nurses who work in specialized areas.Methods: A case-by-step modeling process was selected to select 100 nurses working in a psychiatric hospital. Data collected were analyzed using descriptive and interactive statistics. By looking at the nature of the problem and achieving research objectives the design of descriptive research was adopted. The completed closed questionnaire was designed to assess occupational stress and job satisfaction for psychiatric nurses.Results: The distribution of nurses of their age showed that the highest percentage (58%) of nurses was between the ages of 31-40, followed by staff between the ages of 41-50 and (32%). Only (10%) of employees were between the ages of 51-60.In the event of changes without notice 32% sometimes and 24% remain annoyed. While taking disciplinary action with a simple error of 30% at one point, 28% always get upset. 36% sometimes and 24% usually feel disappointed when they don't get a good job.Conclusion: Anxiety score is 128.5 and work satisfaction score was 67. There was a significant correlation between job stress and job satisfaction for psychiatric nurses (r - 0.625, P <0.01).There was a significant relationship between job stress and age (P <0.05) distance from workplace and year of experience (P <0.05). Job satisfaction had a significant relationship with the number of children (P <0.05) and monthly income (P <0.05), some of which varied in population was not correlated.

Perception of Transformational and Transactional Leadership Behavior Among Staff Nurses in A Private Hospital

Nurses are the backbone of hospital and nurse leaders and managers had a great influence on retention, performance, and job satisfaction of staff nurses. Objective: To explore the perception of leadership behavior among staff nurses in a private hospital. Nursing leaders control and assume the responsibility of an organization and use effective strategies to set and achieve passionate goals and objectives. In addition, nursing leaders and managers create a safe and supportive work environment for the employees. Methods: A descriptive, cross sectional research design was used to assess the perception of leadership behavior among staff nurses in a private hospital. Convenient sampling technique was used for selection of participants. A total number of 86 registered nurses and nursing team leaders were selected for study. Results: The findings of this study presented that staff nurses prefer transformational leadership style over transactional leadership style. Transformational leadership has a positive influence on staff nurses. There is no association between transformational leadership and demographic characteristics of respondents. In addition, transactional leadership style also has no association with demographic characteristics of respondents. Conclusion: Transformational and transactional leadership style promotes the performance of nurses. Nurses’ job satisfaction increased the job performance of staff nurses. It is the great need of health care system to develop positive and adaptive behavior among nurses.

Leadership Style of Head Nurses against Job Satisfaction and Organizational Commitment of Staff Nurses

The leadership and motivation styleis an essential factor in supporting the performance of nurses. The study was undertaken to determine the correlation between the leadership style to the job satisfaction, and organizational commitment among the head nurses and staff nurses from the government and private hospitals in Serang, Banten, Indonesia. The study used descriptive corelational design. The samples were limited, involving 289 respondents from dr. Drajat Prawiranegara Hospital, Serang (18 head nurses and 183 staff nurses) and Sari Asih Hospital, Serang (6 head nurses and 82 staff nurses). The study found a low positive relationship of the head nurses' transformational leadership style and transactional leadership style against the staff nurses' job satisfaction, r-coefficients of 0.370 and 0.485, respectively. Also, a moderate positive correlation was found on transformational leadership style and transactional leadership style of the head nurses against the organizational commitment of the staff nurses, rcoefficient of 0.606 and 0.609, respectively. It suggested that the staff nurses should be more responsive to the duty inseparable from the rights and obligations as an employee while the head nurse needs to pay attention to physical readiness, mental and psychological of subordinates.

Emotional intelligence in nurse managers as it relates to staff nurse job satisfaction and retention: a scoping review.

The objective of this review was to map what is known about nurse manager emotional intelligence in relation to nurse job satisfaction and retention, and the tools used to measure emotional intelligence in this context. As the health care environment responds to the demands of high-quality and low-cost care, nurse managers must ensure that patient care environments are safe, efficient, and effective. Understanding nurse manager emotional intelligence may help organizations improve nurse satisfaction and retention as a strategy for reducing costs. This review considered experimental and quasi-experimental study designs, analytical observational studies, descriptive observational studies, systematic reviews and meta-analyses, qualitative studies, and text and opinion papers. Studies with staff nurses and experiences working with nurse managers were included. Studies that examined emotional intelligence of nurse managers, in any context, related to staff job satisfaction and retention in nursing and/or that discussed tools used to measure nurse managers' emotional intelligence were considered for inclusion. This review followed JBI methodology for scoping reviews. Key information sources searched included CINAHL (EBSCO), Health and Psychosocial Instruments (EBSCO), Scopus (Elsevier), EBSCO Health Source (EBSCO), JBI Database of Systematic Reviews and Implementation Reports (Ovid), ERIC (EBSCO), WorldWideScience (Worldwidescience.com), Wiley Online Library (Onlinelibrary.wiley.com), ProQuest Dissertations and Theses (ProQuest), MedNar (MedNar.com), Google Scholar (GoogleScholar.com), and ScienceDirect (Elsevier). Studies published in English from 1995 to September 2019 were included in the review. Two independent reviewers assessed titles and abstracts against the inclusion criteria. Studies that met the inclusion criteria were retrieved in full and assessed in detail. The data extraction tool was developed by the authors to examine information retrieved. Eight quantitative studies were included, all from the United States. The studies included 232 nurse manager participants and 3731 staff nurse participants from academic and non-academic hospitals. Seven of the eight studies used the Mayer-Salovey-Caruso Emotional Intelligence Test to measure nurse manager emotional intelligence, and one study used the Emotional Quotient Inventory 2.0. Of the eight included studies, six studies showed no significant relationship between emotional intelligence and nurse job satisfaction and/or retention, one revealed a positive correlation, and one revealed both positive and negative correlations. Limited research exists to determine whether nurse manager emotional intelligence plays a role in staff nurse job satisfaction and/or retention. All studies reported a need for further research, as well as the use of differing methodologies and a more diverse nursing population. This review may raise awareness among nurse managers as well as health care organizations about understanding and developing emotional intelligence.

Effects of Nepotism on Nursing Staff Job Satisfaction, Organizational Commitment and Intention to Quit.

Effects of Nepotism on Nursing Staff Job Satisfaction, Organizational Commitment and Intention to Quit.

Factors that influence nurse manager job satisfaction: An integrated literature review.

To understand factors that influence nurse manager job satisfaction. Nurse managers influence patient care, staff retention and health care initiatives, yet poor retention and recruiting outcomes threaten the supply of managers. Research regarding staff nurse job satisfaction and retention is substantial, but far less is known about these same areas for nurse managers. Electronic databases were systematically searched to find studies regarding nurse manager job satisfaction. Articles were selected using professional guidelines and set criteria. Fourteen peer-reviewed publications were included in this review. Major themes were extracted and synthesized. Findings from this review indicate that nurse manager job satisfaction is influenced by workloads, organisational support, nurse manager-supervisor relationships and the quality of their training and competency. This review found overwhelming workloads, inadequate resources, poor supervisor relationships and insufficient training to be commonplace for nurse managers. To improve satisfaction and retention, institutions must cultivate practice environments that promote healthy workloads, strong interorganisational relationships, professional growth and success of their nurse managers. Findings from this study reveal areas for improvement that health care institutions and senior nursing leadership can use to transform practice environments, increase nurse managers' job satisfaction and entice them to stay.

The application of feedforward control in the nursing emergency management of COVID-19

Objective: To explore the application of feedforward control in the nursing emergency management of COVID-19.Methods: The feedforward control theory was applied to the emergency management of COVID-19 nursing, including grasping the latest epidemic information, preparing for the early stage, formulating nursing workflow, implementing flexible management, standardizing isolation and protection measures, unifying nursing document record format, and implementing humanistic care. Results: During the period of support to Wuhan, the nursing work in the isolated area was orderly, the nursing staff's job satisfaction was high, no nursing errors and hospital infections occurred. Conclusion: Efficient feedforward control in the nursing emergency management that could avoid work blindness to a certain extent and play a guiding role in maintaining the normal operation of treatment and nursing work and protecting the safety of patients and medical staff in the ward during the epidemic period of COVID-19.

The application of nursing scheduling software combined with mobile phone APP in the nursing manpower arrangement in intensive care unit

Objective To explore the effect of nursing scheduling software combined with mobile phone APP in the nursing manpower arrangement in intensive care unit. Methods The nursing scheduling software and mobile phone APP were applied to management resources of 82 nurses in ICU, substituted for traditional manual way. The work efficiency, nursing quality and nurse satisfaction were compared before and after implementing in intensive care unit. Results After implementation of nursing scheduling software combined with mobile phone APP, the average time of scheduling was reduced from (6.49±0.62) h to (4.29±0.44) h, the difference was statistically significant (t=19.97, P<0.01). The nursing quality score was improved from (97.54±1.19) points to (95.16±1.29) points, the difference was statistically significant (t=-4.70, P<0.01). The nurses′ satisfaction about scheduling was improved from 73.2%(60/82) to 96.3%(79/82), the difference was statistically significant (χ2=17.04, P<0.01). Conclusions The mode of nursing scheduling software combined with mobile phone APP in intensive care unit has a good effect, which can improve the scheduling efficiency, the job satisfaction of nursing staff and the quality of nursing,and promote the nursing information management. Key words: Nursing scheduling software; Mobile phone APP; Nursing manpower

Authentic leadership, job satisfaction and organizational commitment: The moderating effect of nurse tenure.

To examine the associations between unit managers' authentic leadership with job satisfaction and organizational commitment and to investigate whether nurse tenure has a moderating effect on these associations. Authentic leaders create trusting relationships with their staff and help nurses become more satisfied with their jobs and committed to their organizations. Because nurses have different perceptions of their working environments based on their tenure, the effectiveness of managerial leadership differ accordingly. This study is a cross-sectional secondary analysis using survey data from 1,118 staff nurses. To determine the significant tenure range for the associations between authentic leadership, job satisfaction and organizational commitment, the Johnson-Neyman method was used. Authentic managerial leadership perceived by staff nurses had positive associations with job satisfaction and organizational commitment. The strengths of these associations were attenuated with nurse tenure and were no longer significant for nurses with more than 20years of tenure. Although authentic leadership in managers was effective, the strengths of its effectiveness varied based on nurse tenure. According to nurse tenure, differentiated approaches are needed to increase the job satisfaction and organizational commitment of staff nurses.

Transformational Leadership Style on Nursing Job Satisfaction Amongst Nurses in Hospital Settings: Findings From Systematic Review

BACKGROUND: The nursing shortage is a common problem in Saudi Arabia with multi-factorial causes. In addition to the low supply of Saudi graduate nurses from training facilities, job satisfaction remains a significant determinant of nurse turnover and intention to leave that contribute to the shortage of nursing workforce. The higher number of expatriate nurses who have a short stay compared to Saudi nurses compounds this problem. Therefore, effective strategies for making the nursing profession attractive and increasing nurse retention in Saudi Arabia are required.&#x0D; &#x0D; OBJECTIVE: The general objective was to examine the impact of transformational leadership style on job satisfaction amongst nurses in hospital settings. Specifically, the appraisal examined how transformational leadership style improves nursing job satisfaction in hospital settings, determined the mediating factors of the relationship between transformational leadership style and nurses&amp;rsquo; job satisfaction, and investigated nurses&amp;rsquo; perceptions of transformational leadership style compared with other leadership styles.&#x0D; &#x0D; METHODOLOGY: This study was used systematic review design with eight selected quantitative nursing research published between 2012 and 2017. A systematic search of the recent literature was conducted on PubMed, Scopus, Wiley Online, and Web of Science databases using search terms developed a priori to identify the articles that met the inclusion criteria. The quality of the included studies was evaluated by McMaster Critical Review Form for Quantitative Studies. Extracted data were summarised, explored and correlated using narrative synthesis.&#x0D; &#x0D; FINDINGS: Eight studies of cross-sectional design were appraised. Transformational leadership style was positively related to nurses&amp;rsquo; job satisfaction. Transactional leadership also had a positive correlation while passive-avoidant or laissez-faire style had a negative relationship. Transformational leadership improved nursing job satisfaction through its dimensions (idealised influence, inspirational motivation, intellectual stimulation and individualised consideration). Nurse empowerment and workplace support mediated the relationship between transformational leadership and nurse job satisfaction. Nurses had a higher perception of transformational style compared to other leadership styles, and job satisfaction was found to improve nurse and patient outcomes.&#x0D; &#x0D; CONCLUSION: Transformational leadership appears to improve job satisfaction of nurses working in a hospital setting that leads to higher nursing retention. Hospital administrators and managers should practice transformational leadership to improve job satisfaction of staff nurses for better nursing outcomes, and leadership skills should be incorporated in the nursing education curriculum. However, further evaluation of transformational leadership in relation to its influencing factors is required.

Leadership Styles of Nurse Managers and Job Satisfaction of Staff Nurses: Correlational Design Study

Aim: This study aimed to determine the relationship between the leadership styles of nurse managers and the job satisfaction of staff nurses in hospital settings in Ha’il City, Saudi Arabia. Methods: The study employed a quantitative correlational research design. The research respondents were staff nurses working under the supervision of nurse managers, who they evaluated for leadership styles, using the multifactor leadership questionnaire developed by Bass and Avolio (1992). At the same time, the staff nurses rated their job satisfaction using the work quality index questionnaire by Whitley and Putzier (1994). Purposive sampling was employed to generate samples of staff nurses from four governmental hospitals in Ha’il City. Findings: The leadership styles of nurse managers, as perceived by the staff nurses, revealed that they were often displaying transformational leadership (M = 2.88), sometimes displaying transactional leadership (M = 2.31) and occasionally displaying laissez-faire leadership (M = 1.38). The staff nurses’ level of job satisfaction yielded responses of ‘somewhat satisfied’ for professional work environment (M = 4.78) and professional relationships (M = 4.95) and ‘neutral’ for autonomy (M = 4.45), work worth (M = 4.5), role enactment (M = 4.34) and benefits (M = 4.23). Transformational leadership correlated with the level of job satisfaction, and yielded an r-value of 0.258, which connoted a low correlation, with a p-value of 0.000. There was a significant relationship between the nurse managers’ transformational leadership style, as perceived by the staff nurses, and the staff nurses’ level of job satisfaction. This implies that, because the nurse managers often manifested transformational leadership, the staff nurses’ level of job satisfaction slightly increased. Moreover, there was a significant relationship between laissez-faire leadership and level of job satisfaction (p-value of 0.006), with a correlation coefficient of ˗0.204 indicating a negative correlation between variables. Conclusion: The nurse managers displayed transformational leadership behaviour more than transactional and laissez-faire leadership styles. The staff nurse respondents were somewhat satisfied with their work environment and professional relationships; however, they were unsure whether they were satisfied with factors such as autonomy, work worth, role enactment and benefits - as reflected in their neutral responses. Transformational leadership styles positively correlated with the nurses’ job satisfaction.

Effect of Staff Development Programme on Staff Nurses’ Communication Skills and Job Satisfaction at Javitri Hospital Lucknow, U.P.

In this study, to assess the effect of staff development programme (SDP) on staff nurses’ communication skills and job satisfaction, 30 staff nurses were selected by using non-probability purposive sampling technique. The pre test was conducted using a standard rating scale. SDP was given. Seven days later post test was conducted using the same standard rating scale. Most of the staff nurses had average level of communication skills (46.67%) in the pre test and after SDP 46.67% had good level of communication skills. Most of the staff nurses had unsatisfied level of job satisfaction (43.33%) in the pre test and after SDP (43.33%) had partially satisfied level of job satisfaction. Paired and unpaired t test was applied to compare pre and post test mean and standard deviation of staff nurses’ level of communication skills and job satisfaction. Pre and post test level of communication skills among staff nurses was statistically significant (p 0.05). This study demonstrated that SDP is effective in increasing the level of communication skills and job satisfaction of staff nurses’.

A study to assess the occupational stress and job satisfaction of staff nurses working at psychiatric unit, government general hospital, Kurnool

A study to assess the occupational stress and job satisfaction of staff nurses working at psychiatric unit, government general hospital, Kurnool