Job Satisfaction Of Nursing Staff Research Articles

FACTORS RELATED TO NURSING STAFF JOB SATISFACTION IN A MEDICAL AND SURGERY HOSPITAL


 
 Objective: to analyze the degree of job satisfaction of staff nurses working in a medical and surgical hospital, and to establish the socio-demographics and professional factors related to their job satisfaction. 
 Methodology: cross-sectional and performed on seventy five persons of the nursing staff of the medical and surgery hospital (total: 510) of Ciudad Sanitaria Virgen de las Nieves of Granada (Spain), by means of a self-administered and anonymous survey. The questionnaire has two parts: the first one is Font-Roja test (it measures the job satisfaction) and the second one are the socio-demographic and labor variables. 
 Results: the average age of the staff who answered the survey was 42.9 years; 72% women, married 64.9%; permanent staff; 58.7% hospitalization staff and a 67.6% have rotating turns. The Font-Roja degree of global satisfaction was medium (69.92 ± 10.48), range from 24 to 120. The best valued dimension is “interpersonal relation with the workmate” (3.82 ± 0.86) and the worse one is “professional promotion” (2.28 ± 0.75). The work place is a predicting element of the job satisfaction (ß=-0,297, p=0,018). 
 Analysis and discussion: a work place guaranteeing more job satisfaction for the nursing staff would improve the quality of care received by the patients of this type of personnel.

Making a Case for Shared Accountability

Nurse managers are expected to be accountable for staff nurse job satisfaction, including providing cohesive work groups 1,2 and explaining nurses’ organizational roles and helping them to find purpose and meaning in their work. 3 If staff nurses fail to achieve these satisfiers, have nurse managers failed to do their jobs? Is it more appropriate for staff nurses and managers to share the accountability for job satisfaction? The purpose of this article is to present the case for shared accountability. The contrasting (and prevailing) view is the continued burden of staff nurse satisfaction being on managers, with an attendant misguided entitlement of staff nurses.

The relationship between managerial motivation, leadership, nurse outcomes and patient satisfaction

This ex-post facto/correlational study examines the relationships among the following variables: nurse manager motivation for power, achievement and affiliation (N=19), managerial leadership behaviors, staff nurse outcomes of job satisfaction, productivity and organizational commitment (N=221) and patient satisfaction (N=299). Results show that managerial motivation for power is negatively correlated with manager use of leadership behaviors and staff nurse job satisfaction but positively correlated with patient satisfaction. Managerial motivation for achievement is positively correlated with use of leadership behaviors as well as nurse job satisfaction, productivity and organizational commitment, and generally to patient satisfaction. Managerial motivation for affiliation reveals few significant positive or negative relationships with other variables. The researcher concludes that both power and achievement motivation of the manager influence staff and patient outcomes in health care in the 1990s. Copyright © 1999 John Wiley & Sons, Ltd.

The relationship between managerial motivation, leadership, nurse outcomes and patient satisfaction

This ex-post facto/correlational study examines the relationships among the following variables: nurse manager motivation for power, achievement and affiliation (N=19), managerial leadership behaviors, staff nurse outcomes of job satisfaction, productivity and organizational commitment (N=221) and patient satisfaction (N=299). Results show that managerial motivation for power is negatively correlated with manager use of leadership behaviors and staff nurse job satisfaction but positively correlated with patient satisfaction. Managerial motivation for achievement is positively correlated with use of leadership behaviors as well as nurse job satisfaction, productivity and organizational commitment, and generally to patient satisfaction. Managerial motivation for affiliation reveals few significant positive or negative relationships with other variables. The researcher concludes that both power and achievement motivation of the manager influence staff and patient outcomes in health care in the 1990s. Copyright © 1999 John Wiley & Sons, Ltd.

Staff Nurse Job Satisfaction and Management Style

By using appropriate management styles, nurse managers can affect staff nurse job satisfaction. A study of 623 staff nurses in three Midwestern hospitals shows staff nurse job satisfaction clearly improves as the management style nears the participative management style.

Transformational Leadership and Job Satisfaction

The relationship of head nurse leadership style to staff nurse job satisfaction was investigated using the leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire and the Index of Work Satisfaction were completed by 122 staff nurses employed throughout acute care community hospitals in many patient care areas. Correlations showed a significant positive relationship between those head nurses exhibiting a transformational leadership style and the job satisfaction of their staff nurses.

The impact of perceived work environment on job satisfaction of hospital staff nurses

The restructuring of health care delivery systems and the redesign of nursing roles is creating dramatic changes in the work environment for nurses. Empirical evidence supports the relationship between work environment and job satisfaction of nurses. However, in order for research to be applicable to practice settings, more information is needed on the specific components of the work environment most salient to nurses. Therefore, the purpose of this study was to determine the effect of the organizational and unit work environment on nurses' job satisfaction. The results of this study indicate the importance of relationships in the work setting. A cohesive peer group may compensate for other frustrations from the work environment, and a supportive manager may buffer nurses from effects of less desirable environments.

Management style and staff nurse satisfaction in a changing environment.

In today's changing health care economic climate, attaining increased productivity of staff nurses without increasing costs is desirable. Employing a management style conducive to staff nurse job satisfaction may be one method. The article describes the findings of a research survey on perceived and desired nurse management styles and their relationship to staff nurse job satisfaction. A positive correlation (r = .48, p = .0001) was found between perceived management style and staff nurse job satisfaction. The closer the management style was to the participative group management style, the higher the level of staff nurse job satisfaction.

Evaluation of a Clinical Advancement System

Evaluation of a nursing clinical advancement system was conducted to determine if it had achieved its goals: higher staff nurse job satisfaction and improved patient care. Findings included a trend toward higher job satisfaction and markedly lower turnover rates among clinically advanced staff. The subjective opinions of respondents supported a positive impact on patient care. The cost-benefit ratio for this clinical advancement system, however, was negative. Recommendations for improving the credibility and effectiveness of such systems are presented.

Management style and staff nurse job satisfaction

The purpose of this study was to determine nurses' perceptions of the current and desired management styles of hospital units and to investigate the relationship of management style with job satisfaction. Full-time staff nurses (N = 505) in two private and two public acute care general hospitals in a southeastern metropolitan area were surveyed using instruments with established psychometric properties. The staff nurses were currently experiencing a benevolent-authoritative management style, but preferred a participative style. Management style and job satisfaction were significantly correlated (r = .6050). Management style perception scores predicted 36.6 per cent of the variance in job satisfaction scores. Implications for nursing administration are presented.

Shared Values

A nationwide study on the impact of shared values on staff nurse job satisfaction and perceived productivity was done in 24 hospitals under different auspices, some of which were also Magnet Hospitals. Data were obtained from a 25% random sample of the staff nurse population (N = 2,336), 58% of the head nurse group, 65% of the clinical experts, and 66% of the top management. Staff nurses and clinical experts had more value congruence than did staff nurses and head nurses. A significant inverse correlation was found between value congruence and nurse job satisfaction and quality care. Explanations of the finding center on recent role changes for both staff nurses and head nurses, power differential, and evolving clarity of the staff nurse role. A serendipitious finding was that staff nurses reported fewer factors as important to their job satisfaction and perceived environment conducive to quality patient care than did other members of the nursing department. However, factors important to staff nurses were very important.

Decentralization

Job satisfaction is often cited as one reason for decentralization. However, is it really an effective way to promote employee satisfaction? The author explores the impact of decentralization on the job satisfaction of staff nurses and first-line managers.