Nurses’ Job Satisfaction And Its Contributing Factors

PAPER

NURSES’ JOB SATISFACTION AND

ITS CONTRIBUTING FACTORS

ACHMAD FATHI 19810120 200501 1 001

FAKULTAS KEPERAWATAN UNIVERSITAS SUMATERA UTARA

PREFACE

This paper presents the nurses’ job satisfaction and its related contributing factors. Literature review methods was occupied in order to identify the nurses’ job satisfaction and its contributing factors. It shows that several factors, including internal and external factors related to nurses’ job satisfaction.

This paper is addressed to nurse administrators and nurse educators, as well. These people play a very important role in the nursing management in practice. An understanding of nurses’ job satisfaction and its contributing factors will help them increase their nurses’ job satisfaction by improving such contributing factors.

Finally, the author hopes a valuable advice and constructive feedback from the readers. This work is not a perfect paper and needs some inputs to make it better.

Medan, July 2011 Author,

CONTENTS

Page

Preface... Contents... Chapter I Introduction ... Chapter II Literature Review ...

1. Significance of selected topic ... 2. Definition of job satisfaction ... 3. Concepts, Theory, and Models of Job Satisfaction ...

3.1.Maslow’s “Hierarchy of Needs” theory ... 3.2. Herzberg’s “Motivation-Hygiene” theory ... 3.3. “Job Characteristic” model ... 4. Measuring job satisfaction ... 5. Contributing Factors of Job Satisfaction ...

5.1. Extrinsic factors ... 5.2. Intrinsic factors ...

Chapter III Conclusion ... References ...

ii iii

1 1 2 2 2 3 3 3 4 4 4 8

10 11

Chapter 1 Introduction

Nurses’ job satisfaction becomes a very interesting topic in nursing research every year. Many researchers study on this in different objectives, methods, and in particular design. The study findings of the research also vary although it has the similar objectives which lead to the need further research on nurses job satisfaction.

There are several factors contributing to the nurses’ job satisfaction which have been found in several articles. They also show a discrepancy among the result findings for each study. For example, salary was the most contributing factor toward job satisfaction in one study, but in the other study autonomy became the most contributing factor. In this literature review, several factors found to contribute toward job satisfaction, such as, company policy and administration, autonomy, relationship with supervisor, work condition, salary, relationship with peers, personal life, status, advancement, responsibility, recognition, and achievement.

Chapter II Literature Review

1. Significance of selected topic

Nurses’ job satisfaction becomes a very important topic of research because of its effect to the quality of nursing job performance (Willem & Buelens & De Jonghe, 2007). In a study to explore nurses’ job satisfaction, it was confirmed that nurses’ job satisfaction was in low to moderate level (Curtis, 2007), even in one study found the nurses’ job satisfaction was minimally satisfied (Schiestel, 2007).

This phenomenon will lead to the decrease in quality of care in their work as healthcare service provider. Moreover, since it has been found that nurses felt job dissatisfaction, it would give a bigger impact in the healthcare system, because it is proved to be the leading predictor of intent to leave for nurses from the hospital (Larrabee & Janney & Ostrow & Withrow & Hobbs & Burant, 2003).

2. Definition of job satisfaction

Job satisfaction was defined as an individual’s general attitudes and feelings toward the job. Someone with a high level of job satisfaction had a positive and favorable attitudes toward the job, however a person who was dissatisfied with his/her job had a negative and unfavorable attitudes about the job (Armstrong, 2007; Robbins, 2001).

3. Concepts, Theory, and Models of Job Satisfaction

The traditional model of job satisfaction emphasized on all of the individual’s feeling about his/her job. On the other hand, either the causes of job satisfaction or job dissatisfaction does not depend only on the nature of the job, but also on the expectations that individuals have of what their job should offer (Lu, While, & Barriball, 2005). There were three theories which usually had guided some researchers when they conducted their study about job satisfaction. The theories were “Hierarchy of Needs” by Maslow, “Motivator-Hygiene” by Herzberg, and “Job Characteristic” model.

3.1.Maslow’s “Hierarchy of Needs” theory

The work of Maslow (1954) as cited in (Lu et al., 2005) was recommended that human needs constructed a five-level hierarchy ranging from physiological needs, safety, belongingness and love, esteem to self-actualization. Maslow’s theory of job satisfaction has been approached by some researchers from the perspective of need fulfillment (Conrad et al., 1985; Kuhlen, 1963; Worf, 1970 as cited in Lu et al, 2005). However, by increasing emphasis on cognitive process rather on underlying needs, this approach of the theory becomes less popular, so that the attitudinal perspective has become predominant in the study of job satisfaction (Spector, 1997 as cited in Lu, et al., 2005).

3.2. Herzberg’s “Motivation-Hygiene” theory

Herzberg’s Motivation-Hygiene theory are very popular and the most influential theory in which to study of nature of job satisfaction, and formed a basis for the development of job satisfaction assessment. This theory examines factors that contribute to job satisfaction and job dissatisfaction (Lu et al., 2005; Oyler, 2007).

Herzberg and Mausner (1959) as cited in (Lu et al., 2005) formulated the two-factor theory of job satisfaction which was called Motivator-Hygiene theory, and postulated that it was two different things and sometimes even unrelated phenomena between satisfaction and dissatisfaction. Based on this theory, the factors contributing to the job satisfaction were divided into two categories: intrinsic factors and extrinsic factors. Intrinsic factors or also called ‘motivators’ (i.e. factors intrinsic to the nature and experience of doing work) were found to be the job ‘satisfiers’. These factors included achievement, recognition, work itself, responsibility, advancement, and growth. Extrinsic factors or also called ‘hygiene’ factors were found to be the job ‘dissatisfiers’. Some factors included into these factors are company policy, administration, supervision, salary, interpersonal relations, and working conditions (Kuo, Yin, & Li, 2008; Lu et al., 2005; Oyler, 2007).

3.3. “Job Characteristic” model

The Job Characteristic model was developed by Hackman and Oldham (1976, 1980) as cited in Oyler (2007) which constructed their job characteristics model based on the importance of intrinsic motivation. They argued that jobs should be designed to build opportunities for growth and achievement. More enriched jobs will contribute to higher levels of internal work motivation, growth satisfaction, general job satisfaction, and work effectiveness.

4. Measuring job satisfaction

The level of job satisfaction can be measured by the use of attitude surveys, which is categorized by four methods: (1) by using structured questionnaires, (2) by using interviews, (3) by using combination of questionnaire and interview, and (4) by using focus groups (Armstrong, 2007).

Using structured questionnaires can be issued to all or a respondent of employees. The questionnaires may be standardized ones, such as the Brayfield and Rothe Index of Job Satisfaction. The benefit by using standardized questionnaires is that they have been thoroughly tested and in many cases norms are available against which results can be compared. Interviews can be ‘open-ended’ or depth interviews in which the discussion is allowed to range quite freely. Or they can be semi-structured in that there is a checklist of points to be covered, although the aim of the interviewer should be to allow discussion to flow around the points so that the frank and open views of the individual are obtained. Alternatively, and more rarely, interviews can be highly structured so that they become no more than the spoken application of a questionnaire. Individuals interviews has an advantage because they are more likely to be revealing, but they are expensive and time-consuming and quite hard to analyze. However, discussions through ‘focus group’ are useful in order to reach a large number of people, but the results are not so easy to quantify and some people may have difficulty in expressing their opinions in public. Combination of questionnaire and interview is an ideal approach because it merges the quantitative data from the questionnaire with the qualitative data from the interviews. A focus group is a representative sample of employees whose attitudes and opinions are sought on issues concerning the organization and their job. The essential features of a focus group are that is structured, informed, constructive and confidential (Armstrong, 2007).

5. Contributing Factors of Job Satisfaction

5.1. Extrinsic factors

5.1.1. Company policy and administration

Organizational commitment and organizational empowerment had a big impact toward nurses’ job satisfaction (Kuo et al., 2008; Lu, Chang, & Wu, 2007; Wu & Norman, 2006). A review suggests that job satisfaction of front line managers may be improved by increasing organizational support from supervisors and empowering mangers to participate in decision making (Lee & Cummings, 2008). Creating systems to recognize achievements in

the areas of mentoring nurse, educating patients and personal growth in practice, creating meaningful internal labor markets, and enhancing supervisor and administrative support lead to increase nurses’ job satisfaction (Morgan & Lynn, 2008).

A study on nurses in surgical ward found that organizational values play an important role in nurses’ job satisfaction. It is particularly the case for values that relate to human relations. These values concern issues such as empowerment, participation and open discussion, sensitivity for employee’s ideas, loyalty, and trust (Verplanken, 2004). In another study, it was also found that job satisfaction was a mediator between emotional intelligence and organizational commitment (Güleryüz, Güney, AydIn, & Asan, 2008)

5.1.2. Autonomy

Autonomy is one important contributing factor lead to job satisfaction (Curtis, 2007). A study found that enabling philosophy of care, increased autonomy, the setting of care and the actual teams within which the nurses were employed is contributed to the job satisfaction. Respondents of the study reported a high level of job satisfaction which was because of increasing autonomy (Nancarrow, 2007; Schiestel, 2007). Increasing autonomy is one area which is identified worthy of focus in nursing job satisfaction (Best & Thurston, 2006; Bjørk, Samdal, Hansen, Tørstad, & Hamilton, 2007; Morgan & Lynn, 2008). In another study found that autonomy and critical thinking skills play an important role in nurses’ job satisfaction. Critical thinking is a facilitator to potential advancement of competency, which affects job satisfaction (Zurmehly, 2008).

5.1.3. Relationship with supervisors

Cummings et al, (2008) found that relational leadership and positive relationships among nurses, managers and physicians play important role in nurses’ job satisfaction. They also found that relational leadership and physician/nurse relationships significantly influenced opportunities for staff development, registered nurse staffing adequacy, nurse autonomy, participation in policy decision, support for innovative ideas and supervisor support in managing conflict, which in turn increased nurses’ job satisfaction.

Supervisors also should perform their leadership skills and ability to increase the satisfaction among their staff. Nurse manager ability, leadership and support of nurses, staffing and resource adequacy and collegial nurse-physician relations are correlated to the job satisfaction (Coomber & Barriball, 2007; Seo, Ko, & Price, 2004). Nurse managers who performed mentoring to their novice staff reduced feelings of isolation and increased

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, nurse/physician 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

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

Salary is one contributing factors to the job satisfaction. Some research found different level of contribution to the nurses’ job satisfaction. In their study, it found that pay is one of most important components related to the nurses’ job satisfaction (Best & Thurston, 2006; Willem et al., 2007). However, performance-related pay allows increased opportunities for nurses optimization but does not generally demotivate workers or crowd out intrinsic motivation (Coomber & Barriball, 2007; Green & Heywood, 2008; Seo et al., 2004). The traditional satisfiers (pay and benefit) are not the principle satisfiers of recent nurses (Morgan & Lynn, 2008), and pay was contributed little to job satisfaction (Bjørk et al., 2007; Cowin, Johnson, Craven, & Marsh, 2008).

5.1.6. Relationship with peers

Interaction has an important contribution to nurses’ job satisfaction (Bjørk et al., 2007; Curtis, 2007). A study found that the quality of relationship with physician and co-workers related to job satisfaction (Arikan, Koksal, & Gokce, 2007). Nurses were more satisfied with open, accurate, and understanding communication with the physician, and preferred communicating with attending-level physicians than with first year residents (Manojlovich & Antonakos, 2008). However, it was found that some nurses felt less satisfied with intra-practice/collegiality (Schiestel, 2007).

5.1.7. Personal life

Nurses’ personal life was found as one factor contributed to nurses’ job satisfaction in different aspects. It was found that job satisfaction in younger generation nurses is lower than older generation nurses due to decision making, job schedule, education, and career development (Wilson, Squires, Widger, Cranley, & Tourangeau, 2008). The result also supports a study which found that age and the number of years working in the hospital significantly correlated with job dissatisfaction (Halm et al., 2005).

A study on nurses in mental health services found that factors influencing levels of job satisfaction predominantly related to the nurses work location, other factors influencing job satisfaction included choice of work location, work routine, off duty/staff allocation arrangements, teamwork and working environment (Ward & Cowman, 2007).

A study result on Filipino nurses showed a moderate positive correlation between acculturation that leaned toward the American culture and job satisfaction (Ea, Griffin, L'Eplattenier, & Fitzpatrick, 2008). A study on Nurse Practitioners found that personal factors, particularly those related to quality of care and respect (Miller, Apold, Baas, Berner, & Levine-Brill, 2005).

A literature review study found that stress influence on job satisfaction (Coomber & Barriball, 2007). Furthermore, a study on Turkish hospital nurses found that higher levels of job satisfaction were associated with positive coping strategies (Golbasi, Kelleci, & Dogan, 2008). Another study also found that personality traits, personality characteristics, and role stress predicted 24.8% of the variance in job satisfaction (Chen et al., 2007).

5.2. Intrinsic factors

5.2.1. Advancement

Advancement is one among component in intrinsic factor that contributes to the job satisfaction. A study on psychiatric nurses found that advancement had a moderate correlation towards job satisfaction (Sharp, 2008). Moreover, organizational support for professional development contributes to the nurses’ job satisfaction (Morgan & Lynn, 2008).

5.2.2. Responsibility

A study on psychiatric nurses found that ability utilization had a moderate correlation towards job satisfaction (Sharp, 2008). It is also found professional competence contributed to the job satisfaction on nurses who work in a university hospital (Gardulf et al., 2008).

5.2.3. Recognition

Nursing job satisfaction continues to be a significant workplace issue and one that employers can positively impact with advancement and recognition programs. These efforts would lead to autonomy and decreased job dissatisfaction (Zurmehly, 2008). Morgan and Lynn (2008) suggested that nurse manager need to increase recognition in order to increase nurses’ job satisfaction. However, it was found that adult health nurse practitioners were less satisfied with benefits (Schiestel, 2007).

5.2.4. Achievement

A study found that there is positive correlations were detected between professional satisfaction and self-esteem indices (r ¼ 0.249–0.313, P ≤ 0.008) (Karanikola, Papathanassoglou, Giannakopoulou, & Koutroubas, 2007). In general, it was found that nurses’ self concept was found to have a positive association with nurses’ job satisfaction (Cowin et al., 2008).

Chapter III Conclusion

Job satisfaction is one significant issue in nursing which if it tends to become job dissatisfaction will diminish the quality of care and nursing shortage as well. A higher level of job satisfaction will increase motivation of the nurses in their daily work. On the other hand, job dissatisfaction will decrease motivation to perform a high quality of care.

Based on the literature review, it has found that many factors contribute to the nurses’ job satisfaction. It also found that extrinsic factors such as company policy and administration, autonomy, relationship with supervisors, work condition, salary, relationship with peers, and personal life have more research evidence that showed the contribution to the job satisfaction than the intrinsic factors.

Human resource management unit in a hospital and also nurse managers take an important role in order to increase the staff nurses’ job satisfaction. Hospital policy should support positively to the nurses’ job. Constructive relationships among interdisciplinary team should be maintained and be developed, and improvement in nursing workplace condition will give a significant effect on nurses’ job satisfaction.

References

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Best, M. F., & Thurston, N. E. (2006). Canadian public health nurses' job satisfaction. Public Health Nursing, 23(3), 250-255.

Bjørk, I. T., Samdal, G. B., Hansen, B. S., Tørstad, S., & Hamilton, G. A. (2007). Job satisfaction in a Norwegian population of nurses: A questionnaire survey.

International Journal of Nursing Studies, 44(5), 747-757.

Chen, Y.-M., Chen, S.-H., Tsai, C.-Y., & Lo, L.-Y. (2007). Role stress and job satisfaction for nurse specialists. Journal of Advanced Nursing, 59(5), 497-509.

Coomber, B., & Barriball, K. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: A review of the research literature.

International Journal of Nursing Studies, 44(2), 297-314.

Cowin, L. S., Johnson, M., Craven, R. G., & Marsh, H. W. (2008). Causal modeling of self-concept, job satisfaction, and retention of nurses. International Journal of Nursing Studies, 45(10), 1449-1459.

Cummings, G. G., Olson, K., Hayduk, L., Bakker, D., Fitch, M., Green, E., et al. (2008). The relationship between nursing leadership and nurses' job satisfaction in Canadian oncology work environments. Journal of Nursing Management, 16, 508-518. Curtis, E. A. (2007). Job satisfaction: a survey of nurses inthe Republic of Ireland.

International Nursing Review, 54, 92-99.

Ea, E. E., Griffin, M. Q., L'Eplattenier, N., & Fitzpatrick, J. J. (2008). Job satisfaction and acculturation among Filipino registered nurse. Journal of Nursing Scholarship, 40(1), 46-51.

Gardulf, A., Orton, M.-L., Eriksson, L. E., Unden, M., Arnetz, B., Kajermo, K. N., et al. (2008). Factors of importance for work satisfaction among nurses in a university hospital in Sweden. Scandinavian Journal of Caring Science, 22, 151-160. Golbasi, Z., Kelleci, M., & Dogan, S. (2008). Relationships between coping strategies,

individual characteristics and job satisfaction in a sample of hospital nurses: Cross-sectional questionnaire survey. International Journal of Nursing Studies, In Press, Corrected Proof.

Green, C., & Heywood, J. S. (2008). Does performance pay increase job satisfaction?

Economica, 75, 710-728.

Güleryüz, G., Güney, S., AydIn, E. M., & Asan, Ö. (2008). The mediating effect of job satisfaction between emotional intelligence and organisational commitment of nurses: A questionnaire survey. International Journal of Nursing Studies, 45(11), 1625-1635. Halm, M., Peterson, M., Kandels, M., Sabo, J., Blalock, M., Braden, R., et al. (2005).

Hospital nurse staffing and patient mortality, emotional exhaustion, and job dissatisfaction. Clinical Nurse Specialist, 19(5), 241-251.

Karanikola, M. N., Papathanassoglou, E. D. E., Giannakopoulou, M., & Koutroubas, A. (2007). Pilot exploration of the association between self-esteem and professional satisfaction in Hellenic Hospital nurses. Journal of Nursing Management, 15, 78-90. Kuo, H.-T., Yin, T. J.-C., & Li, I.-C. (2008). Relationship between organizational

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perceptions of their workload management priorities and job satisfaction. Journal of Clinical Nursing, 17, 3012-3020.

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satisfaction and stress in long term care. Journal of Nursing Administration Quality, 32(4), 296-300.

Ward, M., & Cowman, S. (2007). Job satisfaction in psychiatric nursing. Journal of Psychiatric and Mental Health Nursing 14, 454-461.

Willem, A., Buelens, M., & De Jonghe, I. (2007). Impact of organizational structure on nurses' job satisfaction: A questionnaire survey. International Journal of Nursing Studies, 44(6), 1011-1020.

Wilson, B., Squires, M., Widger, K., Cranley, L., & Tourangeau, A. (2008). Job satisfaction among a multigenerational nursing workforce. Journal of Nursing Management, 16, 716-723.

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commitment and role conflict and ambiguity in a sample of Chinese undergraduate nursing students. Nurse Education Today, 26(4), 304-314.

Zurmehly, J. (2008). The relationship of educational preparation, autonomy, and critical thinking to nursing job satisfaction. Journal of Continuing Education in Nursing, 39(10), 453-460.

5.1.7. Personal life

Nurses’ personal life was found as one factor contributed to nurses’ job satisfaction in different aspects. It was found that job satisfaction in younger generation nurses is lower than older generation nurses due to decision making, job schedule, education, and career development (Wilson, Squires, Widger, Cranley, & Tourangeau, 2008). The result also supports a study which found that age and the number of years working in the hospital significantly correlated with job dissatisfaction (Halm et al., 2005).

A study on nurses in mental health services found that factors influencing levels of job satisfaction predominantly related to the nurses work location, other factors influencing job satisfaction included choice of work location, work routine, off duty/staff allocation arrangements, teamwork and working environment (Ward & Cowman, 2007).

A study result on Filipino nurses showed a moderate positive correlation between acculturation that leaned toward the American culture and job satisfaction (Ea, Griffin, L'Eplattenier, & Fitzpatrick, 2008). A study on Nurse Practitioners found that personal factors, particularly those related to quality of care and respect (Miller, Apold, Baas, Berner, & Levine-Brill, 2005).

A literature review study found that stress influence on job satisfaction (Coomber & Barriball, 2007). Furthermore, a study on Turkish hospital nurses found that higher levels of job satisfaction were associated with positive coping strategies (Golbasi, Kelleci, & Dogan, 2008). Another study also found that personality traits, personality characteristics, and role stress predicted 24.8% of the variance in job satisfaction (Chen et al., 2007).

5.2. Intrinsic factors

5.2.1. Advancement

Advancement is one among component in intrinsic factor that contributes to the job satisfaction. A study on psychiatric nurses found that advancement had a moderate correlation towards job satisfaction (Sharp, 2008). Moreover, organizational support for professional development contributes to the nurses’ job satisfaction (Morgan & Lynn, 2008).

5.2.2. Responsibility

A study on psychiatric nurses found that ability utilization had a moderate correlation towards job satisfaction (Sharp, 2008). It is also found professional competence contributed to the job satisfaction on nurses who work in a university hospital (Gardulf et al., 2008).

5.2.3. Recognition

Nursing job satisfaction continues to be a significant workplace issue and one that employers can positively impact with advancement and recognition programs. These efforts would lead to autonomy and decreased job dissatisfaction (Zurmehly, 2008). Morgan and Lynn (2008) suggested that nurse manager need to increase recognition in order to increase nurses’ job satisfaction. However, it was found that adult health nurse practitioners were less satisfied with benefits (Schiestel, 2007).

5.2.4. Achievement

A study found that there is positive correlations were detected between professional satisfaction and self-esteem indices (r ¼ 0.249–0.313, P ≤ 0.008) (Karanikola, Papathanassoglou, Giannakopoulou, & Koutroubas, 2007). In general, it was found that nurses’ self concept was found to have a positive association with nurses’ job satisfaction (Cowin et al., 2008).

Chapter III Conclusion

Job satisfaction is one significant issue in nursing which if it tends to become job dissatisfaction will diminish the quality of care and nursing shortage as well. A higher level of job satisfaction will increase motivation of the nurses in their daily work. On the other hand, job dissatisfaction will decrease motivation to perform a high quality of care.

Based on the literature review, it has found that many factors contribute to the nurses’ job satisfaction. It also found that extrinsic factors such as company policy and administration, autonomy, relationship with supervisors, work condition, salary, relationship with peers, and personal life have more research evidence that showed the contribution to the job satisfaction than the intrinsic factors.

Human resource management unit in a hospital and also nurse managers take an important role in order to increase the staff nurses’ job satisfaction. Hospital policy should support positively to the nurses’ job. Constructive relationships among interdisciplinary team should be maintained and be developed, and improvement in nursing workplace condition will give a significant effect on nurses’ job satisfaction.

References

Arikan, F., Koksal, C. D., & Gokce, C. (2007). Work-related stress, burnout, and job

satisfaction of dialysis nurses in association with perceived relations with professional contacts. Dialysis and Transplantation, 1-7.

Armstrong, M. (2007). A handbook of human resource management practice (10 ed.). Philadelphia: Kogan Page.

Best, M. F., & Thurston, N. E. (2006). Canadian public health nurses' job satisfaction. Public Health Nursing, 23(3), 250-255.

Bjørk, I. T., Samdal, G. B., Hansen, B. S., Tørstad, S., & Hamilton, G. A. (2007). Job satisfaction in a Norwegian population of nurses: A questionnaire survey. International Journal of Nursing Studies, 44(5), 747-757.

Chen, Y.-M., Chen, S.-H., Tsai, C.-Y., & Lo, L.-Y. (2007). Role stress and job satisfaction for nurse specialists. Journal of Advanced Nursing, 59(5), 497-509.

Coomber, B., & Barriball, K. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: A review of the research literature.

International Journal of Nursing Studies, 44(2), 297-314.

Cowin, L. S., Johnson, M., Craven, R. G., & Marsh, H. W. (2008). Causal modeling of self-concept, job satisfaction, and retention of nurses. International Journal of Nursing Studies, 45(10), 1449-1459.

Cummings, G. G., Olson, K., Hayduk, L., Bakker, D., Fitch, M., Green, E., et al. (2008). The relationship between nursing leadership and nurses' job satisfaction in Canadian oncology work environments. Journal of Nursing Management, 16, 508-518. Curtis, E. A. (2007). Job satisfaction: a survey of nurses inthe Republic of Ireland.

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