Job Satisfaction Of Nursing Staff Research Articles

Analysis of Factors Affecting the Job Satisfaction of Staff Nurses in a Tertiary Care Hospital, Kerala, India

Analysis of Factors Affecting the Job Satisfaction of Staff Nurses in a Tertiary Care Hospital, Kerala, India

International Nursing: Job Satisfaction Among Critical Care Nurses in a Governmental Hospital in Saudi Arabia.

Job satisfaction improves the outcome of health care services. Nurses' job satisfaction should receive more attention in Saudi Arabia, and worldwide. This study was undertaken to measure factors that affect job satisfaction among critical care nurses at King Khalid Hospital in Saudi Arabia. This study used a quantitative, cross-sectional method. A convenient sample of 190 critical care nurses was recruited from the main government hospital in Saudi Arabia. Job satisfaction scales were used in this study. Overall, the staff nurses were neither satisfied nor dissatisfied with their work. The majority of participating nurses were moderately satisfied with their relationships with coworkers (mean = 4.24, standard deviation [SD] = 1.66) and nature of their jobs (mean = 4.13, SD = 0.74). Their lowest satisfaction scores were related to communication (mean = 3.42, SD = 0.82), followed by pay (mean = 3.7, SD = 0.65), and supervision (mean = 3.75, SD = 0.55). Job satisfaction of staff nurses is marginal. This calls for leadership intervention. Decision-makers must consider this when adopting new policies to enhance nurses' job satisfaction.

The Relationship Among Change Fatigue, Resilience, and Job Satisfaction of Hospital Staff Nurses.

The purpose of this study was to examine relationships between change fatigue, resilience, and job satisfaction among novice and seasoned hospital staff nurses. Health care is typified by change. Frequent and vast changes in acute care hospitals can take a toll on nurses and cause change fatigue, which has been largely overlooked and under-researched. A descriptive correlational design was employed with 521 hospital staff nurses in one midwestern state. Participants completed three online surveys: (a) Change Fatigue Scale, (b) Connor-Davidson Resilience Scale, and (c) McCloskey/Mueller Satisfaction Scale. In a multiple regression model, job satisfaction had a statistically significant negative association with change fatigue (p < .001) and significant positive association with resilience (p < .001). A linear trend was found with hospital size (number of beds) and change fatigue (p = .001) and education level and resilience (p = .03). The results are consistent with job satisfaction among hospital nursing staff being negatively influenced by change fatigue and positively influenced by resilience, although reverse causal connections are also possible. Change fatigue may be increased by larger hospital size (number of beds), and resilience may be increased by higher educational level of hospital staff nurses. The study advanced the nursing knowledge on change fatigue, resilience, and job satisfaction of staff nurses working in acute care hospitals. Engaging in strategies aimed at preventing change fatigue in nursing staff can enhance workplace environments, job satisfaction, and retention of nurses.

Structural Equation Modeling on the Relationship of Job Satisfaction of Nursing Staff with Satisfaction, Revisit Intention, Recommendation to others of Patient at Public Hospitals

이 연구의 목적은 39개 공공병원 간호직을 대상으로 하여 직무자체 만족, 의사소통 만족, 평가와 보상체계 만족, 근무환경 만족, 공공병원 역할수행 만족이 환자들의 만족도, 재이용 의향, 타인추천의향 간의 구조적 인과관계를 구조방정식 모형분석을 통해 확인하기 위함이다. 이 연구의 자료는 '2012년 지역거점공공병원 ...

The situation and influencing factors of nursing professional quality of life

Objective To investigate the situation and influencing factors of clinical first-line nurses′ professional quality of life and to provide references to improve nurses′ professional quality of life. Methods With convenient sampling method, we made a questionnaire survey in 504 nurses. Results Nurses′ professional quality of life was in the medium level. Different marital status, birth situation, the number of night-shift every week, the average monthly income, income satisfaction, job satisfaction of nursing staff′s sympathy satisfaction dimension score was different significantly (F=2.819-76.051, P<0.05 or 0.01). Different age, marital status, family situation, the average monthly income, job satisfaction of nursing staff burnout dimensions score was different significantly (F=2.653-50.930, P<0.01 or 0.05). Different situation, job title, job satisfaction of nursing staff's compassion fatigue score was significantly different (F=2.435, 2.580, 10.023, P<0.05 or 0.01). Gender, marital status, birth situation, income satisfaction, job satisfaction, emotional exhaustion, common personal appeal, waking consciousness, professional burden and how easy is it to solve the problem of relationships were the predictive variables of professional quality of life (P<0.05). Conclusions The level of nurses′ professional quality of life needs to be improved, nursing managers and the social departments should take effective intervention measures to improve the quality of nurses′ professional quality of life. Key words: Nurses; Professional quality of life; Influencing factors

Home-care nursing staff in self-directed teams are more satisfied with their job and feel they have more autonomy over patient care: a nationwide survey.

The aims of this study were: (1) To examine whether working in a self-directed team is related to home-care nursing staff's job satisfaction; (2) To assess the mediating effect of self-perceived autonomy over patient care; (3) To investigate the moderating effect of educational level on the association between autonomy over patient care and job satisfaction. Self-directed teams are being introduced in home care in several countries. It is unknown whether working in a self-directed team is related to nursing staff's job satisfaction. It is important to gain insight into this association since self-directed teams may help in retaining nursing staff. A cross-sectional study based on two questionnaire surveys in 2014 and 2015. The study involved 191 certified nursing assistants and registered nurses employed in Dutch home-care organizations (mean age of 50). These were members of the Dutch Nursing Staff Panel, a nationwide panel of nursing staff working in various healthcare settings. Self-direction is positively related to nursing staff's job satisfaction. This relationship is partly mediated by autonomy over patient care. For certified nursing assistants and registered nurses with a bachelor's degree, a greater sense of autonomy over patient care in self-directed teams is positively related to job satisfaction. No significant association was found between autonomy over patient care and job satisfaction for registered nurses with an associate degree. This study suggests that home-care organizations should consider the use of self-directed teams as this increases nursing staff's job satisfaction and may therefore help to retain nursing staff in home care.

Leadership Competencies of Frontline Nurse Leaders and its Effect on the Job Satisfaction and Performance of Staff Nurses

A descriptive corelational study was conducted in a selected hospital of Delhi to determine the relationship of the leadership competencies of the frontline nurse leaders with the job satisfaction and performance of staff nurses. The sample consisted of 19 nurse leaders and131 staff nurses with over one year of experience, selected through total enumeration technique. Data collection was done for a period of two weeks. The study showed that there was a significant positive correlation between the leadership competency of frontline nurse leaders and the job satisfaction of the staff nurses working under them. The study suggested that effective leadership training be instituted for prospective nurse managers before appointments are made into management and administrative positions. It also emphasises that the nurse managers at all levels must find innovative ways to retain staff by enhancing work environment and ensuring high job satisfaction

The Impact of Organizational Innovations in Nursing Homes on Staff Perceptions: A Secondary Data Analysis.

The shift in nursing home care for patients with dementia from traditional task-driven environments towards patient-centered small-scale environments has implications for nursing practice. Information about its implications for nursing staff is lacking, and only a few studies have addressed staff perceptions. We sought to explore staff perceptions of required skills and to determine differences in job satisfaction, motivation, and job characteristics of staff working in both care settings. A secondary data analysis was conducted. The data source used was drawn from a larger study testing the effects of small-scale living (Verbeek etal., 2009). Nursing staff working on a permanent basis and who were directly involved in care were eligible to participate in the study. Data on job satisfaction, motivation, and job characteristics of nursing staff working in typical small-scale and traditional care environments were derived using a questionnaire. Data were analyzed using descriptive statistics. Differences between nursing staff job satisfaction, motivation, and job characteristics were tested using multilinear regression analysis. In total, 138 staff members were included (81 staff members working in traditional nursing home wards and 57 staff members working in small-scale nursing home wards). The findings showed that in typical small-scale nursing homes, job satisfaction and job motivation were significantly higher compared to those in typical traditional nursing homes. Job autonomy and social support were also significantly higher, while job demands were significantly lower in these small-scale nursing homes. Social support was found to be the most significant predictor of job motivation and job satisfaction in both types of typical nursing homes. Nursing staff working in traditional care environments more often expressed the intention to switch to small-scale environments. Based on the findings of this study, it can be concluded that nursing homes environments differ substantially in experienced job satisfaction and job motivation. To enable a balanced work environment for nursing staff, a clear understanding of the relation between living environments and experienced job satisfaction among nursing staff is required. Since social support seems to be one of the key contributors to a supportive beneficial work climate, managers should focus on enabling this in daily nursing home care.

Effect of Leadership Styles on Job Satisfaction Among Critical Care Nurses in Aseer, Saudi Arabia.

To evaluate the effect of transformational and transactional leadership styles of head nurses on the job satisfaction of staff nurses in critical care units (CCU) of a tertiary care hospital. Cross-sectional study. Critical care units at Aseer Central Hospital (ACH), Abha, Saudi Arabia, from July to December 2012. The multifactor leadership questionnaire (MLQ-5X) and job satisfaction survey with demographics were used. Staff nurses (N=89) reporting to 8 nurse leaders responded as per the requirements of MLQ-5X and also filled the job satisfaction survey. ANOVA, correlation coefficient (Pearson r) and multiple linear regression were used for analyses. All nurse leaders demonstrated a combination of transactional (TA) and transformational (TF) style of leadership. Nurses working under leaders with a TF style demonstrated significantly (p < 0.05) higher job satisfaction. The operating conditions were related negatively to the style of leadership. Pay, fringe benefits and nature of work were not related to the style of leadership. The nurses were moderately satisfied with their work and 23% of the variation in nurses' job satisfaction could be explained by the head nurses 6 leadership facets with positive effect of professional support, intellectual motivation, management by correction and their laissez faire style. The study emphasized the importance of TF style of head nurses for increasing staff nurses' job satisfaction. It is suggested that nurse leaders should be trained in TF style of leadership and provided more support and training for effective management of CCU.

Leadership styles in nursing management: implications for staff outcomes

Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership styles depending on the situation, but were more inclined to the supportive leadership style, followed by the achievement-oriented leadership style and participative leadership style. The nursing staff exhibited moderate levels of job satisfaction. The nurse managers’ leadership styles together explained 29% of the variance in the staff job satisfaction. The intention to stay at the current workplace was low (2.64 out of 5) among the nursing staff. More than half (51.7%) of the nursing staff intended to leave their current workplaces, and 20% of them were actively seeking the opportunities to leave. The nurse managers’ leadership styles statistically explained 13.3% of the staff intention to stay at their current job position.Conclusions: These findings have enormous implications for nursing practice, management, education, and human resource for health policy that could lead to better staff retention and job satisfaction, and ultimately improve patient care.

The relationship between patients’ perceptions of care quality and three factors: nursing staff job satisfaction, organizational characteristics and patient age

BackgroundThe relationship between nurses’ job satisfaction and their perceptions of quality of care has been examined in previous studies. There is little evidence, however, about relationships between the job satisfaction of nursing staff and quality of care perceived by the patients. The aim of this study was to analyze, how the job satisfaction of nursing staff, organizational characteristics (hospital and unit type), and patients’ age relate to patients’ perceptions of the quality of care.MethodsThe study was cross-sectional and descriptive, based on a secondary analysis of survey data acquired during the At Safe study in Finland. The study included 98 units at four acute care hospitals between autumn 2008 and spring 2009. The participants were 1909 patients and 929 nursing staff. Patients’ perceptions of quality of care were measured using the 42-item RHCS questionnaire. Job satisfaction of nursing staff was measured with the 37-item KUHJSS scale. Statistical analyses included descriptive statistics, principal component analysis, t-tests, analysis of variance, linear regression, and multivariate analysis of variance.ResultsPatients’ perceptions of overall quality of care were positively related to general job satisfaction of nursing staff. Adequate numbers of staff appeared to be the clearest aspect affecting quality of care. Older patients were more satisfied with staff number than younger patients. Patients cared for in outpatient departments felt more respected than patients in wards, whereas patients in wards reported better care of basic needs (e.g., hygiene, food) than outpatients.ConclusionsThe evaluation of resources by nursing staff is related to patients’ perceptions of the adequacy of nursing staff levels in the unit. The results emphasize the importance of considering patients’ perceptions of the quality of care and assessments by nurses of their job satisfaction at the hospital unit level when evaluating quality of care.

Correlation between manager’s leadership style and the implementation process of “ mother friendly hospital plan ” in selected hospitals in west of country Iran (kordestan, hamedan and Kermanshah provinces) in 1391.

Correlation between manager’s leadership style and the implementation process of “ mother friendly hospital plan ” in selected hospitals in west of country Iran (kordestan, hamedan and Kermanshah provinces) in 1391.

Do Staff Nurse Perceptions of Nurse Leadership Behaviors Influence Staff Nurse Job Satisfaction? The Case of a Hospital Applying for Magnet® Designation

Nurse managers leadership behaviors influence the job satisfaction of staff nurses. Transformational leadership is 1 of the 5 components associated with the Magnet Recognition Program®. The aim of this study was to examine the relationship between staff nurse perception of nurse manager leadership behavior and staff nurse job satisfaction in a hospital on the Magnet® journey and the influence of nurse manager leadership style on staff nurse job satisfaction. A descriptive, correlational design using a self-report survey with convenience sampling was used for this quantitative research study. Staff nurses completed the Multifactor Leadership Questionnaire 5X Short Form, the Abridged Job Descriptive Index survey, and a demographic questionnaire. Pearson correlations and regression analyses were completed to explore the relationship and influence of nurse manager leadership style on staff nurse job satisfaction. Transformational and transactional leadership styles of nurse managers were positively related to staff nurse overall job satisfaction and satisfaction with opportunity for promotion. Passive-avoidant leadership style of nurse managers was negatively related to staff nurse satisfaction with work, promotion, supervision, and coworker. Satisfaction with nurse manager leadership was a positive influence on overall nurse job satisfaction when separately controlling for the influence of each leadership style. Transformational and transactional leadership styles should be taught and encouraged among nurse managers to positively influence the job satisfaction of staff nurses.

Characteristics of the nurse manager's recognition behavior and its relation to sense of coherence of staff nurses in Japan

The recognition behaviors strongly influence the job satisfaction of staff nurses and an extremely important factor for the prevention of burnout and the promotion of retention. Additionally, among internal factors that may affect worker's mental health, a sense of coherence (SOC) is an important concept from the view of the salutogenic theory and stress recognition style. Individual's SOC increases in relation to recognition behavior. However, in Japan, few studies have examined the effect of recognition behaviors on the SOC of staff nurses. The purpose of this study was to investigate how staff nurses perceive recognition behaviors of the nurse manager and to determine the relationship between recognition behaviors and the staff nurses' SOC. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. As a result, the perceptions of nurse manager's recognition behaviors by staff nurses were evaluated by presentation and report, individual value and the transfer of responsibility, and professional development. The median score of staff nurse SOC-13 was 50 (IQR; 45-55). Significant differences in SOC scores were found in marital status, age, years of experience, and mental and physical health condition. In conclusion, recognition behaviors by the nurse manager can improve staff nurse's SOC and effectively support the mental health of the staff nurse.

Part-Time Versus Full-Time Work: The Case of Nurses in Spain

Nursing has been described as a stressful occupation with nursing staff reporting high levels of job dissatisfaction in many countries. For various reasons an interesting paradox exists; on the one hand there is a global shortage of nurses which has potential adverse effects on nursing staff job satisfaction and the quality of patient care. On the other hand, many nurses opt for working on a part time basis, which adds to the shortage issue. Some nursing staff have opted to work part-time by choice or out of necessity while some full-time nursing staff would prefer to work part-time. This research explores antecedents and factors related to the decisions of nursing staff to work part time with the intention of identifying reasons that might be addressed and result in their choosing to work full-time and reduce nursing shortages. Data were collected from 2094 nurses in Spain using anonymously completed questionnaires, of which 290 indicated they were currently working part-time. Respondents indicated how important a role in their decision to work part time was played by each of the items. Most common reasons for working part time were: caring for others, personal health issues, losing a full-time job, staying active in the profession, and exploring a new career or occupation. Factor analysis of 15 items yielded Part-time versus full-time work: The case of nurses in Spain 4 a five-factor solution: job loss, career and income benefits, personal needs (caring for others, health issues), exploring new career options, and the unavailability full-time jobs. Full-time and part-time nursing staff were then compared on a number of personal demographic and work situation characteristics, job demands, sources of support, work outcomes and indicators of psychological well-being. Generally, part-time nursing staff was younger, had fewer years of nursing-related tenure, fewer job resources, and indicated lower levels of job involvement, affective commitment and work engagement. Part time and full-time nurses were similar on levels of work and extra-work social support, burnout, psychological well-being and accident propensity. Efforts to encourage and support the transition of part-time nursing staff to full-time nursing staff are offered.

Perception gaps for recognition behavior between staff nurses and their managers

Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse manager’s recognition behaviors strongly influence the job satisfaction of staff nurses. In our previous study, we investigated how staff nurses perceived the nurse manager’s recognition behaviors and revealed that there was a divergence in practical approaches to these behaviors between the nurse manager and the staff. We assume that one factor causing this divergence could be perception gaps between the nurse manager and the staff. The aim of this study, therefore, was to uncover what types of perception gaps exist between the nurse manager and staff nurses and whether the background of staff nurses, such as years of experience or academic background, could affect the staff nurses’ perceptions. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. The results showed that staff nurses considered “Respect job schedule preferences” to be the most important of the recognition behaviors. In contrast, nurse managers gave “Nurse manager meets with the staff nurses to discuss patient care and unit management” the highest score for importance. Four factors (marriage status, age, years of clinical experience, and training background) affected the professional awareness of recognition behaviors. Our results suggest that nurse managers need to consider these factors when they conduct recognition behaviors.

Three Keys to Patient Satisfaction: Nursing, Nursing, and Nursing

The title of this article might at first seem like a bit of an exaggeration, and indeed it is, but no more so than the time-honored real estate mantra: location, location, location. Those in the real estate business have learned firsthand that although other factors have some influence on consumer preference, in the end, they pale in comparison with the impact of one factor in particular—property location. Similarly, those with first-hand experience in the field of healthcare realize that there are a host of factors that play a role in determining patient satisfaction; however, when all is said and done, it is the influence of nursing services that has by far the most significant impact. Most staff nurses have a general understanding of this importance, but many have a less than full appreciation of just how strong it is. Even more importantly, hospital boards, medical staffs, senior management, and nursing leadership need to have a clear understanding of this relationship since there is now ample evidence that as staff nurse job satisfaction goes, so goes patient satisfaction. This important association has proven to be direct, pervasive, and consistent over time. 1 Kutney-Lee A McHugh MD Sloane DM et al. Nursing: a key to patient satisfaction. Health Aff (Millwood). 2009; 28: 669-677 Crossref PubMed Scopus (258) Google Scholar , 2 Larrabee JH Ostrow CL Withrow ML Janney MA Hobbs Jr., GR Burant C Predictors of patient satisfaction with inpatient hospital nursing care. Res Nurs Health. 2004; 27: 254-268 Crossref PubMed Scopus (119) Google Scholar The title of this article might at first seem like a bit of an exaggeration, and indeed it is, but no more so than the time-honored real estate mantra: location, location, location. Those in the real estate business have learned firsthand that although other factors have some influence on consumer preference, in the end, they pale in comparison with the impact of one factor in particular—property location. Similarly, those with first-hand experience in the field of healthcare realize that there are a host of factors that play a role in determining patient satisfaction; however, when all is said and done, it is the influence of nursing services that has by far the most significant impact. Most staff nurses have a general understanding of this importance, but many have a less than full appreciation of just how strong it is. Even more importantly, hospital boards, medical staffs, senior management, and nursing leadership need to have a clear understanding of this relationship since there is now ample evidence that as staff nurse job satisfaction goes, so goes patient satisfaction. This important association has proven to be direct, pervasive, and consistent over time. 1 Kutney-Lee A McHugh MD Sloane DM et al. Nursing: a key to patient satisfaction. Health Aff (Millwood). 2009; 28: 669-677 Crossref PubMed Scopus (258) Google Scholar , 2 Larrabee JH Ostrow CL Withrow ML Janney MA Hobbs Jr., GR Burant C Predictors of patient satisfaction with inpatient hospital nursing care. Res Nurs Health. 2004; 27: 254-268 Crossref PubMed Scopus (119) Google Scholar

The nature of leadership style in nursing management

The purpose of this study was to explore the nature of leadership styles used by nurse managers, and describe staff nurses' perceptions of leadership styles. Effective leadership among nurse managers has been associated with staff nurse job satisfaction and retention. Twenty staff nurses from two hospitals in Ghana responded to tape-recorded interview questions. Four themes emerged from inductive analysis of the data. Findings suggest that nurse managers employed intimidation and minimal consultation to control their employees. The study further indicated that nurse managers were perceived as 'figure-heads', who are weak and inarticulate at the level of policy planning and implementation. It was therefore concluded that staff nurses in the study site hospitals lack confidence, trust and satisfaction with the current style of leadership. Staff nurses preferred a more proactive, articulate and independent nursing leadership at the top level. It is recommended that effective leadership training be instituted for prospective nurse managers before appointments are made into management and administrative positions.

Exploring the impact of mentoring functions on job satisfaction and organizational commitment of new staff nurses.

BackgroundAlthough previous studies proved that the implementation of mentoring program is beneficial for enhancing the nursing skills and attitudes, few researchers devoted to exploring the impact of mentoring functions on job satisfaction and organizational commitment of new nurses. In this research we aimed at examining the effects of mentoring functions on the job satisfaction and organizational commitment of new nurses in Taiwan's hospitals.MethodsWe employed self-administered questionnaires to collect research data and select new nurses from three regional hospitals as samples in Taiwan. In all, 306 nurse samples were obtained. We adopted a multiple regression analysis to test the impact of the mentoring functions.ResultsResults revealed that career development and role modeling functions have positive effects on the job satisfaction and organizational commitment of new nurses; however, the psychosocial support function was incapable of providing adequate explanation for these work outcomes.ConclusionIt is suggested in this study that nurse managers should improve the career development and role modeling functions of mentoring in order to enhance the job satisfaction and organizational commitment of new nurses.

Listening to Nursing Leaders

There are varying and overlapping leadership characteristics that exemplify excellence in nursing leadership. To assess aspects of leadership that helps create a healthy work environment that supports nurses' provision of quality care at the bedside, the authors used a national survey instrument to examine the characteristics of nurse managers identified as excellent nurse leaders by their staff. The authors discuss their findings and a proposed theoretical model to explain specific nursing leadership characteristics that support staff nurse job satisfaction and retention.