JOB SATISFACTION IN NURSING

FIRST JOURNAL

Organization comprises of people, it is their satisfaction which can make or mars the

performance of an organization. Employee satisfaction is important in determining how far

an organization achieves its goals. Job satisfaction leads to life satisfaction. Job satisfaction is

generally regarded as an employee’s attitude toward the job and job situation. Spector (1997)

defines job satisfaction simply as “the degree to which people like their jobs.” Some people

therefore enjoy work and consider it a central part of their lives while others do so only

because they have to. Robbins (2005) defines job satisfaction as “a collection of feelings that

an individual holds towards his or her job.” This implies that a person with a high level of job

satisfaction will hold positive feelings towards the job and a person who is dissatisfied will

hold negative feelings about the job. Locke (1976) as cited by Cooper and Locke (2000)

offers a further definition of job satisfaction as a “pleasurable or positive emotional state

resulting from the appraisal of one’s job or job experiences.” Job satisfaction is also defined

in terms of equity. Robbins et al. (2003) define job satisfaction as “the difference between the

rewards employees receive and the reward they believe they should receive.” The higher this

discrepancy, the lower will be the job satisfaction. Job dissatisfaction leads to absenteeism,

labour turnover and negative publicity of the organization. Unsatisfied worker can prove to

be aliability to any organization and on the other hand happy and satisfied worker is always a

productive worker. Nurses contribute very important position in health care sector. Helping

sick people and dealing with medical emergencies can be very stressful. Patients need 24 hrs

care. Nursing duty is around the clock duty including night shifts. They often work nights,

weekends and even on holidays. There is a considerable amount of health hazard from

disease, infection and radiation. A nurse is responsible—along with other health care

professionals—for the treatment, safety, and recovery of acutely or chronically ill or injured

people, health maintenance of the healthy, and treatment of life- threatening emergencies in a

wide range of health care settings. Nurses may also be involved in medical and nursing

research and perform a wide range of non-clinical functions necessary to deliver health care.

Thus, studying job satisfaction among nurses is important because it is necessary to

distinguish between positive and negative aspects of job satisfaction. Hertzberg (1959) stated

that (positive) satisfaction is due to good experiences, and that these are due to `motivators'

i.e. achievement, recognition, the work itself, responsibility and advancement. Dissatisfaction

is due to bad experiences caused by `hygiene' factors i.e. supervisors, fellow workers,

company policy, working conditions, and personal life (Hertzberg 1959). The present set up

in government and private hospitals depicts that a massive work load with the greater deal of

responsibilities are vested on the working nurses in their day to day activities. The role played

by the working nurses is so significant in maintaining the basic purpose of the government

and private hospitals that the question of their satisfaction from their job can never be

ignored. Extensive research has been done on role stress among nurses but very few studies

have been done on job satisfaction in nurses. So, the present study aims at measuring the

level of job satisfaction among the nurses.

LEVEL OF SATISFACTION WITH PAY SCALE

Pay is the most important factor that leads to job satisfaction. Majority of nurses from

government hospitals are moderately satisfied from their pay scales i.e. 58%. In private

hospitals also majority of the nurses are moderately satisfied from their pay scales i.e. 60%.

LEVEL OF SATISFACTION WITH QUANTUM OF WORK

Excessive work at work place always acts as a demotivating and dissatisfactory factor.

Among the 50 nurses surveyed from the government hospitals majority of them find the work

to be excessive for them i.e. 52%.

LEVEL OF SATISFACTION WITH WORKING HOURS

Nurses have to face long working hours in government and private hospitals both but at the

same time most of them feel the working hours to be convenient for them. Most of the

government nurses i.e. 46%

RELATIONSHIPS WITH COLLAEGUES

Most of the Government nurses i.e.48% have Professional and competitive relationship with

their colleagues whereas most of the private nurses i.e.

LEVEL OF SATISFACTION WITH BEHAVIOUR OF SUPERIORS

Superior has to be co-operative along with being demanding and professional in order to

increase job satisfaction among its employees. Most of the superiors in government hospital

are very cooperative i.e. 36%. But in private hospitals superiors are cooperative but at the

same time very demanding i.e. 66%. Thus, satisfaction among government nurses is more

LEVEL OF SATISFACTION WITH PROMOTION POLICY

SATISFACTION WITH WORKING CONDITIONS

LEVEL OF SATISFACTION WITH SOCIAL SECURITY SCHEMES

AVAILIBILITY OF SOCIAL SECURITY SCHEMES

AVAILIBILITY OF GROWTH OPPORTUNITIES

LEVEL OF SATISFACTION WITH NURSING PROFESSION

JOB SECURITY

INTENTION TO LEAVE THE JOB

This study was done to know the level of job satisfaction among nurses of government and

private hospitals which is affected by many factors both intrinsic and extrinsic. Conclusions

are drawn on the basis of results obtained:

a. There is a significant difference in the level of job satisfaction among nurses in both

government and private sector. Though nurses of both the sectors are quite satisfied

from their job but comparatively overall the government nurses are more satisfied

with their job as compared to private nurses.

b. Most of the nurses from both Government and private hospital are moderately

satisfied from their pay scales.

c. Nurses from both the sectors think they have to do excessive work.

d. Nurses from both government and private hospitals have long but convenient working

hours. Satisfaction among private nurses is more with regard to relationships with

their colleagues.

e. Most of government nurses are of the view that their superiors are very cooperative.

f. Government Nurses are more satisfied from the social security schemes available in

their organisations.

g. Private hospitals follow seniority cum merit type of promotion policy.

h. Hence on this account satisfaction in private nurses is more.

i. Private Nurses are more satisfied from the working conditions of their organisation.

j. Government hospitals provide more growth opportunities so nurses in this sector are

more satisfied as compared to private nurses.

k. Government nurses are more proud to be associated with their organisation as

compared to private nurses.

l. All the nurses from both the sectors are proud of their profession.

m. As compared to private nurses’ government nurses is less in number who is willing to

shift from their job .The reason being they are more satisfied.

n. Job security is more in government nurses whereas in private nurses’ job security

level is very less this is another factor responsible of less job satisfaction among

private nurses.

o. Most of the nurses from both the sectors are nurses are willing to opt for voluntary

retirement scheme due their family responsibilities.

According to the study conducted nurses from both the sectors seemed to be quite satisfied

from their jobs. However the level of satisfaction is found to be more in case of government

nurses as compared to the private nurses but at the same time there are certain factors on

which private nurses are more satisfied. Improved job satisfaction results in fewer turnovers,

better quality patient care, less physical and mental injuries to health care staff, and will lead

to betterment of entire organisation. Thus in order to increase the level of job satisfaction

among nurses hospital management should keep abreast with up to date technology,

rationalize compensation and promotion policy, establish grievance redressal forum and must

provide more and more professional growth opportunities.

SECOND JOURNAL

Nurse education in Canada is in the midst of rapid professional, social, and educational

changes. Many Educational programmes are facing considerable financial constraints due to

government cutbacks in funding over the past decade. Decreasing enrollments, fewer

educators, and increased class sizes, are placing increased demands on nurse educators (Leon

& Zareski 1998, Brendtro & Hegge 2000). Lack of sufficient funding to support education

programmes can be frustrating to educators, particularly when resources are not available to

implement planned programmes. Furthermore, there is a looming shortage of qualified staff

to deliver education programmes in the near future (DeYoung & Bliss 1995). In 1990, the

National League of Nursing reporter approximately 900 unfilled full-time nurse educators

positions in the United States of America (USA) (Moody 1996). This shortage has been

attributed to ageing of the present cohort, fewer recruits to academic nursing, inadequate

work conditions, and poor job security (DeYoung & Bliss 1995). The average age of the

current cohort of nurse educators is 49Æ4 years of age and many will retire within the next

10 years (Brendtro & Hegge 2000). Such shortages increase the workload for others,

increasing the likelihood of stres and burnout. Nurse educators carry great responsibility in

their organizations, yet this high level of responsibility is often combined with low decision-

making power (Bauder 1982). This, in turn, causes undue stress that may decrease job

satisfaction and increase the risk of burnout. Burnout has been identified as an issue for nurse

educators (Fong 1990). Too many Task in too little time are frequent complaints among

educators. Nurse educators must teach, counsel students, and work on committees, as well as

engage in clinical practice with students (Brown 1991). With advancing medical technology,

nurse educators’ skills rapidly become obsolete and the pressure to keep abreast and to

maintain effective skills cause distress. Finally, lack of respect and positive reinforcement

from administrators create job dissatisfaction and the risk of burnout (Langemo 1988). Nurse

educators are at risk for burnout because they spend a considerable amount of time with

students who need help acquiring knowledge, critical judgement, and psychomotor skills

(Bourcier 1986). Burnout is a syndrome in which a previously committed, helping

professional gradually disengages from full participation in a job in response to excessive

job-related stressors. Burnout consists of three components (Maslach et al. 1996). Emotional

exhaustion (EE) is the Tire and fatigued feeling that develops as emotional energies are

Drained. When these feelings become chronic, educators often experience depersonalization

(DP), that is, indifferent feelings about helping their students learn and grow. When educators

no longer feel that they are contributing to students’ development, they may experience a lack

of personal accomplishment (PA). Burnout is a costly phenomenon because the physical and

psychological manifestations result in decreased effectiveness and productivity (Pines &

Maslach 1978). Maslach (1982) suggests that burnout stems from social interactions between

helpers and recipients in which helpers become overly emotionally involved and overextend

themselves. Over time this results in EE. Nurse educators are responsible for many roles and

tasks in their organization and often work an average of 59 hours per week (Fong 1990).

Time pressures and increasing job demands further increase their risk of burnout. Given the

link between burnout and physical and emotional health problems (Stout & Williams 1983),

identifying dissatisfying workplace factors that contribute to stress and burnout in nurse

educators is important. The consequences of burnout have serious implications for nurse

educators, students, educational institutions, and ultimately the profession. During a time

when the profession is facing a world-wide shortage of practicing nurses, highly qualified

nurse educators are essential for ensuring that the supply of nurses in the future is sufficient to

sustain the professional workforce. Thus, it is important to study factors that create negative

work environments for nurse educators and to find ways to make these settings satisfying

Finally, high levels of work-related empowerment in combination with low levels of burnout

were strongly predictive of nurse educators’ job satisfaction. This supports Kanter’s (1993)

argument that when empowerment structures are in place, employees experience less job

stress and are more satisfied in their work. All components of burnout Wet important

predictors of job satisfaction, although EE dimension was the strongest. Indeed, EE was the

only burnout component that accounted for unique variance in job satisfaction when the three

burnout components were considered simultaneously. That is, once EE was taken into

account, the other burnout components provided no new information in understanding the

impact of burnout on job satisfaction. This finding is consistent with the view of many

scholars that EE is the core component of burnout (Burke & Greenglass 1995, Cordes et al.

1997, Moore 2000). Most studies have shown it to be the most stable of the Three

components (Schaufeli & Enzmann 1998), and, it has been shown to be the most responsive

to the nature and intensity of stress at work stress (Lee & Ashforth 1996, Schaufeli &

Enzmann 1998). Thus, it is not surprising that EE was the most important burnout factor

predicting nurse educators’ job satisfaction in this study. Exhausted employees are not likely

to be very satisfied with their jobs. While all empowerment factors were strongly related to

job satisfaction, access to support was shown to have the strongest relationship. Support from

administrators allows educators to perform their role effectively creating productive power

and increased job satisfaction. Informal power was also an important determinant of job

satisfaction supporting Kanter’s contention that posisional power is not sufficient for

effective performance in organizations. College educators in Krahn (2000) study identified

the importance of informal working relationships as instrumental to effective performance.

Kanter (1993) believes that work structures, such as teams, empower employees by fostering

opportunities to learn and grow, providing access to information, support and resources,

resulting in increased work satisfaction and effectiveness. Educators engage in many

activities throughout the organization that allow them the opportunity to build valuable

networks with co-workers outside of their immediate workgroup. Educators’ empowerment

and job satisfaction Wet negatively related to the number of classroom students taught and

hours worked per week. This is a Resources issue. According to Kanter (1993), time is an

essential empowerment resource. Barrett et al. (1992) observed that nurse educators’ most

enjoyable aspect of their job was student contact and felt they had insufficient time to do so

due to unreasonable workloads. Addressing these issues would allow them to spend more

time with students and to pursue other aspects of the nurse educator role, such as participating

in continuing education activities. These opportunities can increase feelings of empowerment

and job satisfaction.

THIRD JOURNAL

In 2002, there were two Australian national inquires into the nursing shortage (Department of

Science, Education and Training 2002, Senate Community Affairs References Committee

2002). This shortage is not limited to Australia, rather it is experienced internationally in both

developed and developing nations (Edwards 2001, Zungolo 2001, Aiken et al. 2002,

Valentino 2002). Satisfaction with employment is influenced by the environment in which

the nurse isemployed and the personal attributes of the nurse (Wheeler 1997, Taylor et al.

1999, Tovey & Adams 1999, Adams & Bond 2000). There is a substantial body of published

literature linking the variables influencing job satisfaction with retention in the nursing

workforce (Adams & Bond 2000, Aiken et al. 2002, Ingersoll et al. 2002). However, no study

has linked these variables to the model of intrinsic

INTRINSIC WORK VALUES

The intrinsic work values in this study such as the emotionally challenging and physically

demanding nature of nursing work, work stress, morale and the level of autonomy have all

previously been associated with job satisfaction (Cavanagh 1990, Cavanagh & Coffin 1992,

Irvine & Evans 1995, Adams & Bond 2000, Aiken et al. 2002, Ingersoll et al. 2002). How

each of these variables influences job satisfaction has been the subject of debate in the

previous studies (Cavanagh 1992). The findings of this study suggest that nursing work

continues to be both emotionally challenging and physically demanding and therefore a

source of workplace stress (Taylor et al. 1999, Tummers et al. 2002). However, the data also

suggest that nurses’ perceptions vary according to job level, job designation and employment

sector.

EXTRINSIC WORK VALUES

Similarly, many of the extrinsic work values in this study have been the focus of previous

studies into job satisfaction (McNeese-Smith 1999, Queensland Health 1999, Tovey &

Adams 1999, Adams & Bond 2000, Adams & Bond 2000, Healy & McKay 2000, Hegney &

McCarthy 2000, Silvestro & Silvestro 2000) Differences across sectors, and/or job

designation and/or job level were apparent in perceptions of the rate of pay, rewards for skills

and experience, the convenience of working hours, collegial support and teamwork, the

safety of the workplace, nursing career prospects and the status of nursing as a career. The

only variable not exhibiting differences across sectors is how well the workplace was

equipped. With regard to remuneration, it was apparent that nurses report dissatisfaction with

pay rates particularly when they perceive there is lack of parity between sectors and other

professionals’, such asteachers (Tovey & Adams 1999). A further finding of this study is that

length of employment can influence nurses’ perceptions of the adequacy of remuneration.

This finding is important as it was the newly employed nurses who were most dissatisfied.

Retention of the nursing workforce, particularly newly recruited nurses, should be a priority

for all employers Some authors note that nurses who are required to expand and extend their

role may find this enhances their job satisfaction, whereas other nurses may experience a

lessening of job satisfaction when role expansion is accompanied by a lack of career

advancement (Adams et al. 1998, Furlong & Glover 1998). Linked to this role expansion is

an increasing autonomy of practice, also associated with job satisfaction (Adams & Bond

2000, Stordeur et al. 2001, Tummers et al. 2002). Additionally, Three is some evidence that

the job level of the nurse influences job satisfaction with nurses in more senior management

positions experiencing greater satisfaction (Adams & Bond 2000). Further, the increasing

need to use technical resources has been linked to job satisfaction (Stordeur et al. 2001,

Tummers et al. 2002), as has the personal development opportunities of the nurse (Tovey &

Adams 1999, Adams & Bond 2000). At a time of international shortages of nurses, it is

apparent that the intrinsic and extrinsic work values influence nurses’ job satisfaction, and

therefore nursing retention rates. As Taris and Feij (2001) note, intrinsic and extrinsic work

values and social relations at work affect job satisfaction and the intentionto leave

employment. The findings of this study give some indication of what should be included in a

nursing workforce planning strategy both within Australian and internationally. From an

Australian perspective, the need such a strategy is ‘fundamental and urgent’ (Senate

Community Affairs References Committee 2002, p. xiii). Whilst the data confirm some

findings from previous studies aspects not discussed these reports were the impact of job

designation, job level and the employment sector. The findings of this study suggest that a

‘one size fits all’ solution across sectors within Australia and possibly across both developed

and developing nations will not work. It is therefore important that further research into job

satisfaction take into consideration the job designation, job level and employment sector.

TAKE HOME TESTRESUME JOURNAL

KEPUASAN KERJA PERAWAT

Diajukan Untuk Memenuhi Salah Satu Tugas Take Home Test UAS Mata Kuliah ManajemenDosen : MEILIATI, S.Kep, M.Kep

DISUSUN OLEH :

JAJANG JAMALUDIN

PROGRAM KELAS NON REGULER RSUD AL IHSANPROGRAM STUDY S1 KEPERAWATAN

STIKES BUDI LUHUR CIMAHI2013