opportunities to share idea and ask questions, resulting in higher satisfaction in the workplace Zurmehly, 2008.
Furthermore, a study found that supervisor leadership style had an indirect impact on job dissatisfaction. Larrabee et al, 2003 conducted their study on registered staff nurses
found that the major predictor of job dissatisfaction was psychological empowerment, moreover predictors of psychological empowerment were hardiness, transformational
leadership style, nursephysician collaboration, and group cohesion. In conclusion, supervisors are the significant person in the workplace unit who
facilitate their staff to achieve job satisfaction. A good relationship should be constructed with their staff nurses in the unit by performing the appropriate leadership skill to motivate
the staff nurses in providing quality of care. This comfortable affiliation in the unit will reduce the burden feeling and will increase the job satisfaction.
5.1.4. Work conditions
A study shows that there is a strong relationship between a creative work climate and job satisfaction, and manager’s ability to lead has a major affect on work climate Sellgren,
Ekvall, Tomson, 2007. In addition, occupational stress, role conflict and role ambiguity contribute to job satisfaction Lu et al., 2005. A study on Chinese final year students nurses
about their expected nurses job satisfaction, found that there was a positive significant relationship between job satisfaction and role conflict and ambiguity Wu Norman, 2006.
Furthermore, in another study found that role ambiguity and role overload were the best predictors of nurses’ job satisfaction, however role conflict was not statistically significant on
the nurses’ job satisfaction Chen, Chen, Tsai, Lo, 2007. District nurses and managers agree that caring work with patients is the precedence to
the customer service and provide job satisfaction. Many nurses feel overwhelmed by their workload and have little control over the admission of patients to their caseload Stuart,
Jarvis, Daniel, 2008. A review suggests that job satisfaction of front line managers may be improved by addressing span of control and workload Lee Cummings, 2008. However,
since the nurse manager could improve the workload, it would enhance the job satisfaction, for example the Arizona adult health nurse practitioners were most satisfied with the time
Schiestel, 2007. Nurses feel job dissatisfaction because of their workload, but they consider performing holistic care is very important thing to be implemented and it will contribute to
their job satisfaction Seo et al., 2004; Stuart et al., 2008. A study on Intensive Care nurses found that the best predictors of job satisfaction were workload, years of experience in
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nursing, uncertainty about patients’ treatment, behavioral disengagement and positive reframing Li Lambert, 2008. A study on Korean nurses found that routinization had a
significant relationship on nurses’ job satisfaction Seo et al., 2004. In order to reduce workplace stress, different methods are applied in different unit. A
study found that the use of medication nursing assistant MNA reduced job stress and increase job satisfaction. The MNA role is accepted by nurse leaders and viewed as benefit
Walker, 2008. A study on staff nurses in orthopedic unit found that application of Rapid Response Team RRT as an approach to patient care was significantly important in the
orthopedic nurse job satisfaction and an effective recruitment and retention tool nurses in the orthopedic arena Metcalf, Scott, Ridgway, Gibson, 2008. In another unit found that
reallocating work in a more patient-centered way contributed to the higher job satisfaction Morgan Lynn, 2008. Moreover, a study found that nurses’ job satisfaction improved
significantly with the transition from a “mandatory consultation” to a “semi-closed” surgical intensive care unit SICU critical care delivery model Halm et al., 2005.
5.1.5. Salary
