Front-line registered nurses (RNs) make up the workforce that directly affect the care of patients in a variety of different healthcare settings. RN job satisfaction is important because it is tied to retention, organizational commitment, workforce safety, patient safety, and cost savings. The strongest predictors have been difficult to determine because workplaces differ, numerous tools to measure satisfaction exist, the workforce is diversified by generations and work positions, and ongoing policy changes directly impact the work of the front-line RN. The strength and stability of the workforce depends on an accurate understanding of the predictors of job satisfaction for the front-line RN. The purpose of this study was to comprehensively, quantitatively examine predictors of front-line RN job satisfaction from 1980-2009 to provide overarching conclusions based on empirical evidence. Of interest was: the (1) estimation of large, moderate, and small predictor summary effect sizes; (2) assessment of predictor differences among decades (i.e., 1980s, 1990s, and 2000s); (3) identification of causes for predictor differences among studies (i.e., moderators); and (4) investigation of predictor differences between generations (i.e., Baby Boomers, Generation X, and Millennials). A non-a priori meta-analysis approach was guided by inclusion and exclusion criteria to review published and unpublished studies from 1980–2009. The search process identified 48 published and 14 unpublished studies used for analysis. Within the studies that met inclusion criteria, 27 job satisfaction predictors met inclusion for analysis. Studies were coded for Study Characteristics (e.g., Year of Publication, Country of Study) that were needed for moderator analysis. Predictors were coded for data that were necessary to calculate predictor summary effect sizes (i.e., r, n). Coding quality was maximized with a coding reliability scheme that included the primary investigator (PI) and secondary coder. A random-effects model was used iv to guide the calculation of summary effect sizes for each job satisfaction predictor. Publication bias was examined using funnel plots and Rosenthal’s Fail-safe N. An analysis of variance (ANOVA) was used to evaluate predictor differences among decades (i.e., 1980s, 1990s, and 2000s). Heterogeneity among studies was calculated (i.e., Q-statistic, I-squared, and Tausquared) to guide the need for moderator analysis. Moderator analyses were conducted to evaluate Study Characteristics as sources of predictor differences among studies, and to investigate the influence of Age (i.e., generation) on predictor effect sizes. The largest effect sizes were found for three predictors: Task Significance (r=.61), Empowerment (r=.55), and Control (r=.52). Moderate effect sizes were found for 10 predictors (e.g., Autonomy: r=.44; Stress: r=-.43), and small effect sizes were found for nine predictors (e.g., Wages: r=.23; Staffing Adequacy: r=.19). Significant heterogeneity between studies was present in all of the 27 predictor analyses. Effect size differences were not found between decades or generations. Moderator analysis found that the sources of the difference between studies remain unexplained indicating that unknown moderators are present. Findings from this study indicate that the largest predictors of job satisfaction for the front-line RN may be different than previously thought. Heterogeneity between studies and unidentified moderators indicate that there are significant differences among studies and more research is needed to identify the source(s) of these differences. The findings from this study can be used at the organizational, state, and national level to guide leaders to focus efforts of workplace improvements that are based on predictors that are most meaningful to front-line RNs (i.e., Task Requirements, Empowerment, and Control). Future research is needed to determine contemporary predictors of job satisfaction for the front-line RN, and the causes of heterogeneity between studies. The findings from the current study provide the critical synthesis needed to v guide educational and practice recommendations aimed at supporting job satisfaction of frontline RNs, thereby, maintaining this integral component of the healthcare workforce.

Job satisfaction is one of the most commonly studied variables in the organizational literature. It is related to a multitude of employee-relevant variables including but not limited to performance, organizational commitment, and intent to quit. This study examined two new instruments measuring the components of affect and cognition as they relate to job satisfaction. It further proposed including an evaluative (or true attitudinal) component to improve the prediction of job satisfaction. Results provide some evidence of both two and three factor structures of affect and cognition. This study found minimal support for the inclusion of evaluation in the measurement of job satisfaction. Affect was found to be the single best predictor of job satisfaction, regardless of the satisfaction measure used. Further development is needed to define the factor structures of affect and cognition as well as the role of these factors and evaluation in the prediction of job satisfaction.

The subject area for the study was that of job satisfaction in a chemical industry production unit and the various dimensions by which it is constituted. The study will focus on the dimensions which are found to have the biggest impact on the job satisfaction of employees at the production unit. As job satisfaction creates confidence in personnel which ultimately leads to improved quality in the output of the employees, it is a crucial task of management to instil job satisfaction within their employees (Tietjen & Myers, 1998:226). The challenge lies therein as to how management should go about to realize the job satisfaction of the staff, as it is “not the simple result of an incentive program” (Tietjen & Myers, 1998:226). Qualitative research by means of structured interviews was implemented in the study. The sample consisted of 8 Production Foremen and 51 Production Process personnel who were interviewed during four focus group sessions, and a former Production Area Manager from the unit who was interviewed separately. Quotations from transcribed tape recordings of the interviews were sorted or categorized according to the themes (or dimensions) they represented before being analysed. As a measure to ensure the validity of the research, the questions of the interviews were structured in such a way that the data of some of the questions had to either correspond, or not, to show the validity thereof. Current research found that several studies have attempted to identify the determinants for job satisfaction, but there is no agreed consensus as to the exact dimensions (Kreitner & Kinicki, 2008:170; Vieira, 2005). The findings of this research showed that job satisfaction is a conglomeration of MANY dimensions, with no absolutes, which need to be present in the correct mix in order for an employee to be happy or satisfied. Thus focusing on only one dimension will provide little success. It is proposed that an integrated strategy with the most common dimensions (in this instance: teamwork, leadership traits, and working conditions) are followed to establish a working environment that is conducive to satisfied employees, not forgetting that one of the most important dimensions is that of the employees themselves. / MBA, North-West University, Potchefstroom Campus, 2014

The subject area for the study was that of job satisfaction in a chemical industry production unit and the various dimensions by which it is constituted. The study will focus on the dimensions which are found to have the biggest impact on the job satisfaction of employees at the production unit. As job satisfaction creates confidence in personnel which ultimately leads to improved quality in the output of the employees, it is a crucial task of management to instil job satisfaction within their employees (Tietjen & Myers, 1998:226). The challenge lies therein as to how management should go about to realize the job satisfaction of the staff, as it is “not the simple result of an incentive program” (Tietjen & Myers, 1998:226). Qualitative research by means of structured interviews was implemented in the study. The sample consisted of 8 Production Foremen and 51 Production Process personnel who were interviewed during four focus group sessions, and a former Production Area Manager from the unit who was interviewed separately. Quotations from transcribed tape recordings of the interviews were sorted or categorized according to the themes (or dimensions) they represented before being analysed. As a measure to ensure the validity of the research, the questions of the interviews were structured in such a way that the data of some of the questions had to either correspond, or not, to show the validity thereof. Current research found that several studies have attempted to identify the determinants for job satisfaction, but there is no agreed consensus as to the exact dimensions (Kreitner & Kinicki, 2008:170; Vieira, 2005). The findings of this research showed that job satisfaction is a conglomeration of MANY dimensions, with no absolutes, which need to be present in the correct mix in order for an employee to be happy or satisfied. Thus focusing on only one dimension will provide little success. It is proposed that an integrated strategy with the most common dimensions (in this instance: teamwork, leadership traits, and working conditions) are followed to establish a working environment that is conducive to satisfied employees, not forgetting that one of the most important dimensions is that of the employees themselves. / MBA, North-West University, Potchefstroom Campus, 2014

The movement of nursing professionals from the public sector to the private sector, and from the private sector to foreign countries severely impact on the ability of developing countries to meet their domestic health care needs. In South Africa, the public health care system is facing serious human resource constraints, due to this migration. There simply aren’t enough experienced nurses to manage the escalating health care service consumption caused by factors such as population growth, increased burden of disease, the HIV/AIDS pandemic and decreased training of nursing personnel. A staggering 37 801 doctor and nurse posts are vacant in public hospitals and clinics (Kahn, 2008). Unless improved human resource management strategies are implemented urgently, the migration of health care workers from especially public service health institutions in South Africa will seriously hamper implementation of the stated health care reform strategy. This study investigates the reasons why South African nurses are leaving the public and private health sector, or their profession, or even the country as a whole. Based on the results of a survey of 67 nurses in the private and public health sectors in the northern Kwazulu Natal area, the study found that unfavorable working conditions together with low levels of job satisfaction caused by perceived reasons such as insufficient salaries, limited career advancement, ineffective management, excessive workload and safety concerns led to this state of job satisfaction. Most of the drivers responsible for this exodus can be attributed to the real or perceived deterioration in socio-political factors. The recommendations for the health care sector in South Africa are; • Review nurses salaries annually – not only during restructuring or crisis situations. • Ensure that nurse’s remuneration packages are competitive with those of similar professions. • Pay nurses incentives for working unsocial hours. • Pay nurses bonuses for acquiring additional qualifications. • Pay nurses who work late shifts additional allowances. • Train nursing managers. • Provide training and education opportunities for nursing staff. • Respect should be shown by managers, physicians and colleagues. • Improve the workplace environment and working conditions of nursing staff. • Improve overall morale by rewarding excellence and treating nurses with respect and dignity.

published_or_final_version / Social Work / Master / Master of Social Work

published_or_final_version / Business Administration / Master / Master of Business Administration

No description available.

ABSTRACT Introduction: Registered nurses (RNs) are becoming increasingly dissatisfied with factors in the workplace; monthly resignations are related to organizational management issues, diminishing resources, staff shortage, increasing responsibilities and lack of support The purpose of this study: This research sought to determine the relationship between burnout and job satisfaction among registered nurses at a hospital in the city of Johannesburg. The methodology: A quantitative descriptive survey was used as study design. The Job Satisfaction scale of Warr et al (1979) was used to measure overall satisfaction with both extrinsic and intrinsic factors. The Maslach Burnout Inventory-Human Service Survey (MBI-HSS) was used to measure emotional exhaustion; depersonalization and personal accomplishment. The sample comprised 165 RNs, who met the inclusion criteria and who agreed to participate. Results: The RNs reported dissatisfaction with selected extrinsic factors in their work environment, such as the physical work condition, the way their institution is managed and the rate of pay. The RNs at this hospital are satisfied with hours of work, their immediate boss, their fellow workers and job security; they are dissatisfied with intrinsic factors of their job such as promotion opportunities and recognition. The majority (75.76%) of RNs reported moderate to high emotional exhaustion. There is a significant relationship between emotional exhaustion and job satisfaction factors. The results show a significant relationship between emotional exhaustion and depersonalization; 68.48% of RNs reported moderate depersonalization. There is a significant relationship between depersonalization and extrinsic factors. The majority of RNs (76.97%) reported high levels of personal accomplishment.

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