Provide Job Satisfaction Research Articles

Ensuring Job Satisfaction for Managing People at Work

Job satisfaction is the most common word in an organization that represents one of the most complex areas facing today’s managers when it comes to managing their employees. Job satisfaction is a psychological state of man when an individual’s needs and aspirations fulfilled in a workplace, people are contented and happy with one’s job. Satisfactory pay, autonomy challenging work, participation in decision making, supportive working conditions, supportive colleagues and participatory management all these are the common factors of job satisfaction. Studies have demonstrated an unusually high impact on the job satisfaction for the motivation of workers, while the level of motivation has an impact on productivity, and hence also on the performance of organizations. Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations. Due to individual differences job satisfaction has become a diverse issue. All the facets of job satisfaction have to be understood and considered for sustaining people. Conflict with peers and superiors, being deprived of fair pay and career development opportunities, lack of recognition, alienation are the vital causes of job dissatisfaction which adversely affects the quality of work and ultimately leads to organizational instability. Positive feedback, recognition, fair pay and other benefits, rewards, participation in decision making, congenial working conditions provide job satisfaction that contributes sustaining and retaining people in an organization. In fact there is no final definition of what career represents.

Determining the causes for the exodus of technical teachers from teaching in technical and vocational institutions to other jobs in Katsina State, Nigeria

The study aimed to determine the causes for the exodus of technical teachers from teaching in TVET to other jobs in Katsina State, Nigeria. For convenience of data collection, research questions were formulated.The survey questionnaire was developed with 15 items and used to question technical education administrators, technical education principals/vice principals and technical teachers in TVET institutions who constituted the sample. A total of 10 TVET institutions were selected randomly and purposefully to acquire the data. The instruments were distributed among 170 TVET teachers. A total of 138 instruments were returned and analyzed using Statistical Analysis Software (SAS). Descriptive statistics, including frequencies, WA and percentages, were used to analyze the data. The research findings revealed that some of the major causes of TVET teachers leaving the teaching profession for other jobs were lack of appreciation by the Government for job well done, better condition of service in the private sectors and inadequate equipment and working tools for projects in TVET institutions. Based on the findings, the study recommends: to provide job satisfaction, arrange adequate instructional materials, equipment and working tools, enhance the social statuses of the TVET teachers, develop curriculum by emphasizing hands-on practice rather than theory, solve the problem of electricity. Finally, the welfare of TVET teachers should be taken utterly, their salaries, allowances, promotions etc. should be promptly attended to. Also, improve admiration by the State and Local Government of Katsina State and the general public to stimulate the interest of students in TVET. Key words: Exodus of technical teachers, teaching, TVET institutions, Nigeria.

Prospective Evaluation of a Scribe Program's Impacts on Provider Experience, Patient Flow, Productivity, And Teaching in an Academic Emergency Medicine Practice

Physician charting burdens are linked to reduced job satisfaction and, in academic settings, can impinge on teaching. Some practices are using scribes to address these issues but the impacts have not been prospectively evaluated. Our goal was to prospectively assess scribe program impacts on provider job satisfaction, teaching, and productivity in an academic emergency medicine (EM) practice. We prospectively evaluated the impacts of a new scribe program in a large, urban, academic EM practice in the Southeast. We administered surveys three months before and six months after the intervention to physicians in the group and compared results pre- to postsurvey. We also collected and compared seasonally matched indicators of physician productivity and ED flow. Productivity indicators included relative value units (RVUs) per patient, RVUs per hour, and patients per hour. Flow metrics included total ED volume, ED length of stay (LOS), and percentage of patients that left without being seen (WBS) and against medical advice (AMA). We analyzed the surveys using descriptive statistics, chi-square tests, and Wilcoxon signed rank tests. We analyzed productivity and flow data using paired-sample t tests. Response rates were 76.1% and 69.0%; 91.8% of respondents reported never or almost never dictating charts postimplementation. Most liked working with scribes, though 9.5% had negative impressions of the scribe intervention. Job satisfaction scores increased but changes were not statistically significant. There was an absolute reduction of 16% (11%-22%) in time spent charting and a relative reduction of 36% (25%-50%; P<.01). Respondents reported reductions in time spent charting in and outside the ED after shifts but these were not statistically significant. Time spent with patients showed an absolute increase of 11% (4%-17%) and relative increase of 30% (11%-46%; P<.01). Respondents perceived that the intervention substantially increased time for teaching but relevant pre-to-post trends were not statistically significant. Volume increased by 88 patients per day (32-146; P=.04) during the study. Absolute percentage of patients leaving AMA dropped by 0.29 (−0.52 to −0.06; P=.02), a 20% relative decrease, and absolute percentage of patients leaving WBS increased by 1.47 (0.83-2.11; P<.01), a 50% relative increase. LOS was unchanged. Average RVUs/hour increased by 5.5% and average RVUs/patient by approximately 5.3% (multiple confidence intervals and P values for each week, all significant). Patients/hour showed a nonsignificant increase of 5.2% (same, but none significant). In this prospective cohort study scribes were well received in an academic EM practice and substantially reduced provider charting burdens while increasing revenues. Job satisfaction increased marginally but changes were not statistically significant. Providers reported that their time was redirected to patient care and teaching. Pre-to-post assessments supported the former but not the latter. During the study period ED volume increased, ED LOS held constant, and there was a drop in the percentage of patients leaving AMA but an increase in patients leaving WBS. Operationally and statistically significant increases in provider productivity were primarily linked to increases in RVUs per hour and per patient.

RATIONALE MANAGEMENT APPROACH IN STRESS MANAGEMENT: AN INFORMATION PERCEPTION

Occupational stress has both positive and negative impact. By tweaking stress causing factors, the positive and negative impact of occupational stress can be proscribed. By default, stressors have a degree of proportion pertaining to the type of organization. Manipulation of the existing proportion results in consideration of tradeoff among stressors. Control on job is considered as a factor of providing job satisfaction. An optimal way of affording task related information can be the availability of tools to access and assess decision information. Providing access to the precise rationale at similar instances may help the employee to get better solution, thus job satisfaction. Information by means of information systems’can be considered as primary level intervention to avoid certain role stressors.

The association of health workforce capacity and quality of pediatric care in Afghanistan

To examine the relationship between workforce capacity and quality of pediatric care in outpatient clinics in Afghanistan. Annual national performance assessments were conducted between 2005 and 2008 to determine quality of care through patient observations in >600 health facilities, selected by stratified random sampling each year. Other variables measured were health provider capacity, competency and adequacy of support systems. Primary care facilities in 29 provinces in Afghanistan. Pediatric patients and their caretakers greater than 2400 were selected at random each year. Index of observed quality of care for patient assessment and counseling based on WHO's Integrated Management of Childhood Illness (IMCI) clinical guidelines. Quality of care improved for all IMCI indices between 2005 and 2008 (IMCI index increased from 43.1 to 56.1; P < 0.001) and was significantly associated with the availability of doctors, IMCI training and knowledge and factors such as provider job satisfaction, availability of clinical guidelines, frequency of supervision and the presence of community councils. There was also a progressive increase in the index summarizing staffing capacity during the study period. Basic health centers increased from 75.6 to 85.5% (P < 0.001), comprehensive health centers increased from 27.9 to 37.9% (P < 0.03) and district hospitals increased from 34.1 to 37.2% (P > 0.05). Enhancing workforce capacity and competency and ensuring appropriate supervision and systems support mechanisms can contribute to improved quality of care. Although the results indicate sustained improvements over the study period, further research on the mixture of provider skills, competency and factors influencing provider motivation are essential to determine the optimal workforce capacity in Afghanistan.

Job satisfaction as a multidimensional concept: A systematic review study

Received: September 2011, Accepted: September 2012 Background: Some researchers have argued that job satisfaction has been vaguely defined in the organizational literature. Also, there is a lack of consensus over the meaning of job satisfaction in literature. The aim of this study was to clarify dimensions of job satisfaction's concept based on a systematic review study. Materials and Methods: The present study used a systematic review to clarify job satisfaction's concept. Some databases including Pubmed and Medline were searched, carefully using proper keywords. A total of 38 articles were reviewed, all were published between 1986 and 2009, with the majority being of quantitative nature and design. Data on the following items were extracted: country, setting, subjects, the definition of job satisfaction, theoretical background for measuring job satisfaction and the dimensions of job satisfaction. Results: The results of this study showed that job satisfaction has been born in mind both conceptually and operationally. In both aspects, job satisfaction was assumed to be influenced by personal and organizational dimensions. The main focus was on identifying and controlling different factors to provide job satisfaction for individuals. Yet, individuals' contributions to satisfy themselves were ignored. Conclusions: We explored that job satisfaction is a multi dimensional concept. This contains individual abilities, attitudes, beliefs and value system. To achieve job satisfaction, it is important that the staff have the characteristics of positive feelings and attitudes, commitment, and responsibility.

Improvement Happens: Doctors Talk About the Medical Home

Group Health, a nonprofit health-care and coverage system in Washington and Idaho, has been a pioneer since 2006 in implementing and evaluating the patient-centered medical home (PCMH) model of primary care. Improved quality of care and patient experience, increased provider job satisfaction, and reduced downstream health-care utilization and costs at one clinic in 2008 led to PCMH implementation at all 25 Group Health primary care locations. Ongoing evaluation focuses on patient relationships, staff and provider satisfaction, quality of care, clinic efficiencies, improved patient experience, cost, and utilization.

Retention of Clinical Managers on Medical-Surgical Units

The rapid burnout and turnover of clinical managers on medical-surgical units was becoming an increasing concern in our institution. Managers were staying less than 2 years in the position. These were professional nurses eager to embrace the challenges and opportunities management could hold for them. Unfortunately, they were leaving before they had time to develop the leadership skills necessary to create the environment they had envisioned upon taking the role. The turnover was in part due to a disconnect in their work/life balance, but it also could be attributed to a work environment that did not provide job satisfaction.

Impact of Trade Unions on Job Content - A Study on Bharat Sanchar Nigam Limited, India (BSNL)

Job content should provide job enlargement, job enrichment, job motivation and individual motivation through job orientation. The ultimate aim of any job design is to provide job satisfaction to an employee. Job satisfaction is an attitude. “It generates a positive affective orientation (or feeling) towards a job.” Levels of job satisfaction are indicators for job design and job modification. Hence motivational factors, stress levels and leader behaviour characteristics of a trade union as perceived by its members will give a better picture of the impact that the later has made towards the job content of the former. In this article, study has been made with respect to Bharat Sanchar Nigam Limited, the Indian Telecom giant.

Who wants a job in biology? Student aspirations and perceptions

This paper describes the results of a questionnaire survey of UK Year 3 biology undergraduates' career aspirations, and their perceptions of employment in teaching, research and conservation. Although most students sought material benefits in their potential careers, even more wished to gain job satisfaction. None of the careers in biology was perceived as well paid; research and conservation jobs were seen as offering poor promotion and pension prospects. All three careers, however, were considered by many students to provide job satisfaction, and this appears to be a major motivator in students' choice of career paths.

Disciplining and supervising the difficult person—Part II

Dealing with the difficult employee is one of the most challenging activities for a supervisor or manager at any level. Tact, diplomacy, and knowledge of people are essential to success. Furthermore, the ability to articulate and mediate arguments in complex situations will provide job satisfaction for any leader. Successfully solving the problems of the difficult employee is a challenge worth taking.

A management development model

PurposeThe purpose of this study is to investigate the nature of organizational commitment and the impact on executive's motivational level in providing job satisfaction within a learning organization.Design/methodology/approachA management development model examines the relationship between the measurable constructs. The model explores the relationship between the executive's motivation level and their outcome with job satisfaction and organizational learning.FindingsThe results indicate there is a goodness‐of‐fit for the research model. The path coefficients explained a significant amount of variation along with the identification that organizational commitment is a significant attribute in the management development model.Research limitations/implicationsLimitations include the self‐report methodology that measures perceptual data with a series of questionnaire items.Originality/valueThe study examines executive's perceptions and the significance of organizational commitment. Management development specialists will recognize the dynamics of organizational commitment and its linkage with motivation and job satisfaction in a learning organization. There are practical applications for management development specialists and the model supports an environment in which employees are encouraged to use new behaviors and operation processes within the learning organization.

National evaluation of personal dental services (PDS) pilots: main findings and policy implications

Personal dental services (PDS) are new forms of NHS dental care in England that employ a locally negotiated contract as opposed to one based on a nationally negotiated scale of fees. These schemes have been specifically designed to tackle local problems related to access and oral health needs. This practice paper examines the main findings of a Department of Health-funded evaluation from 20 first and second wave PDS pilots. The paper reveals that all PDS pilots changed treatment profiles in an attempt to meet local oral health needs and/or promote access to NHS dentistry. Moreover, PDS pilots appeared to encourage a new skill-mix, provide job satisfaction and improve working conditions. PDS pilots appear to have provided an opportunity to change the culture of primary dental care provision to one based on quality rather than on activity and cost. Their experiences should help inform the implementation of NHS Dentistry: Options for Change.

Job Satisfaction among Gynecologic Oncologists Practicing in the United States

Objectives. We sought to determine whether there have been any significant changes in professional satisfaction among gynecologic oncologists over the past 30 years.Methods. We mailed surveys to all U.S. gynecologic oncologists belonging to the Society of Gynecologic Oncologists to compile data on demographics, training, motivating factors, overall professional satisfaction, and the effect of managed care. We compared these factors among oncologists who completed training in different years and among different demographic groups. We used calculated confidence intervals to determine statistical significance.Results. We surveyed 767 gynecologic oncologists and received 344 evaluable responses, representing 47% of the total eligible. Results show that neither the factor rated most important in looking for a first job nor the factor rated most important in giving job satisfaction once in a job has changed significantly among gynecologic oncologists over time. In addition, the importance placed on salary has not varied across the fellowship graduate classes, although within each class salary increased in importance from the first job to the current job. Our analysis shows that while male and female gynecologic oncologists are similar in their job satisfaction and practice patterns, men report being sued twice as often as women, and men tend to stay in their first jobs significantly longer than women. We also compare the surveyed academic gynecologic oncologists to the private gynecologic oncologists and show that while overall job satisfaction is similar, their ratings of the factors that provide job satisfaction do differ significantly. Our data show that managed care penetration has increased over time among gynecologic oncology practices and that gynecologic oncologists' job satisfaction ratings tend to decrease with the increase in managed care penetration, although not reaching statistical significance.Conclusions. Our results show that changes in practice styles since the 1960s have not affected overall job satisfaction among gynecologic oncologists. However, several trends in practice styles can be noted, including differences between sexes, academic versus private physicians, and attitudes about managed care. The survey also suggests that there is interest among gynecologic oncologists in continuing to monitor changes in patterns of practice and satisfaction.

Human oriented production system architecture

Today's factories have been aiming to fully automate production processes; however, the number of factories depending primarily on manual work will also be increasing. Therefore, it is necessary to develop management methods which both effectively use production facilities and provide job satisfaction for workers. This paper introduces the management structure for human-oriented production systems and explains how to assign jobs in such systems. The proposed structure includes two technologies: a factory communication network using the active database system and a dynamic scheduling method to guarantee the workers' satisfaction. The active database system is used to gather real-time information on the floor and deliver ongoing schedules to workers in order to collect their response for dynamic scheduling.

Job characteristics related to job satisfaction in rehabilitation nursing.

While much research is available on the job satisfaction of nurses in general, little is known about the job satisfaction of rehabilitation nurses. The purpose of this quantitative descriptive study was to identify job characteristics that are related to job satisfaction in rehabilitation nursing. The target population was rehabilitation nurses throughout the United States. The McCloskey-Muller Satisfaction Scale was used to measure three dimensions of job satisfaction: safety rewards (potential against dangerous threats), social rewards (the need to belong), and psychological rewards (autonomy, responsibility, recognition, and appreciation). Respondents rated their satisfaction with aspects of their current job by selecting a response from a 5-point Likert scale for 31 items in these three dimensions. The results suggest that rehabilitation nurses are satisfied with scheduling, extrinsic rewards, coworkers, social interactions, professional opportunities, delivery of care, praise, recognition, and responsibility. They are, however, less satisfied with child care facilities, balance between family and work, opportunities to participate in organizational decision making, control in the work setting, and career advancement. Opportunities to participate in nursing research or to write and publish neither satisfied nor dissatisfied the majority of respondents. Nursing administrators need to examine the factors that provide job satisfaction to rehabilitation nurses so as to retain capable nurses in the practice environment.

Communication and Customer Service

Service providers play a central role in organizations. This chapter integrates research on communication behaviors engaged in by providers in customer service interactions. Providers’ customer service styles may reflect a combination of courteous, personalized, and manipulative communication behaviors. The exact behaviors demonstrated in any given service interaction are greatly influenced by the provider’s status, the customer’s status, and time pressure. Providers may engage in courteous service behaviors, including phatic speech, nonverbal immediacy, and verbal immediacy. They may also offer personalized service by demonstrating a customer orientation, interaction involvement, information sharing, and social support. In addition, they may engage in manipulative service through such behaviors as bureaucratization, interaction control, compliance gaining, and emotion management. Whereas courteous and personalized service practices appear to contribute to customer satisfaction and compliance as well as provider job satisfaction, manipulative service practices have been more strongly linked to sales and tips as well as provider burnout. Future research is necessary to heighten our awareness of the role and impact of communication in customer service interactions.

Project Managers and Functional Managers: A Case Study of Job Satisfaction in a Matrix Organization

Information regarding job satisfaction within an organization using a matrix structure is limited. This paper provides empirical evidence regarding the difference in job satisfaction between project managers and functional managers in one matrix organization: a government research and development center. Key findings of this research include the identification of the factors that provide job satisfaction for both groups and the significant difference in job satisfaction between the groups. The perceived efficiencies provided by the matrix structure may be negated by the lack of job satisfaction experienced by the functional managers.

Interprofessional cooperation.

This paper presents various views on interprofessional cooperation and discusses the significant components and desired outcomes of such a relationship. Historically, the nurse-doctor relationship has been fraught with conflict; however, the challenge is to dismantle this imbalanced relationship and fashion new interdisciplinary collaboration. Collaborative practice is an ongoing, dynamic process, requiring time to develop. The creation of true partnership demands energy and commitment. Collaboration, a relationship of interdependence, is built on respect and understanding of the unique and complementary perspectives each profession makes to achieve desired outcomes. The health literature abounds with issues associated with interdisciplinary collaboration. Essential elements of collaboration, advantages and barriers to collaborative affiliation, impact of collaborative practice, and changes in practice patterns among professionals of various disciplines are some of the issues highlighted. Several universities and medical centres support faculty-practice joint appointment and believe this collaborative affiliation will bridge the accountability gap and will enhance the educational and organizational goals. The problem-based learning curriculum is permeating nursing schools. This educational strategy is valuable in that students learn team collaboration. Many studies believe that practice questions can be addressed better by merging the talents of clinicians and those in the academic setting. The authors point out that research-based knowledge is essential for clinicians to solve patient care problems. Favourable outcomes to collaborative practice outweigh the barriers. No doubt there is synergism when a new partnership is created which is the hallmark of a true interprofessional relationship. This affiliation must be nurtured and reinforced, for it holds great promise for enhancement of patient care and for providing job satisfaction in an increasingly complex and constraining world of health care.

Service Provider Job Satisfaction and Customer

Considers the impact of multi‐faceted measures of job satisfaction on customer‐oriented behaviours demonstrated by service providers. Reveals how overall job satisfaction, together with specific satisfaction related to supervision, colleagues, promotion and work are positively related to customer‐orientation, while satisfaction with pay is not of significance in this case. Discusses recommendations for management and suggestions for further research.