Patient satisfaction regarding health care has been recognized as an important variable for promoting effective and efficient utilization of health care services, improving compliance with treatment regimes, improving health outcomes for the patient and eliciting patients for future care (Charles, Gauld. Chambers, O'Brien, Haynes & LaBelle, 1994,p.1814). Since the basic premise of health care is to improve the health of others, improving the level of satisfaction with care is essential. Also, with the cuts in financial support for Ontario health care, efficient utilization of health care resources and improved health outcomes are primary goals for hospital administrators, health professionals and politicians. The Neuroscience Program, at the Hamilton Health Science Corporation (HHSC), felt it necessary to evaluate the current level of patient satisfaction from the neurological patients and their family members, to identify opportunities for improvement in care, and to identify whether the neurological impaired patients and their families have unique care needs. A review of the research on patient satisfaction revealed that neurological patient's had not been specifically studied for their level of satisfaction with their health care. In other bodies of research, the neuroscience patient population had been identified as needing frequent, current information and communications in understandable terms. For the patients who sustain cognitive. behavioural, and speech impairments, and those with a decreased level of consciousness, these patients and family members identified information and support as their highest needs. The need for hope was also identified as a priority. In the general patient population, the need for sufficient personal care, emotional support, and increased family involvement in the patient's care were acknowledged as additional areas for improvement. Discharge planning was also recognized as being an area in need of significant improvements. In analyzing the information available to the Neuroscience Program regarding current level of patient satisfaction, there were only three main sources of information. These three sources were the letters from patients and families regarding care, the previous corporate discharge questionnaire, and a focus group study. In reviewing these data themes similar to those noted above were recognized. The need for timely, pertinent, understandable information and education was imperative. In addition, safety and personal care issues were identified, especially in the case of very ill or very confused patients. Finally, the greatest concern noted by the patients and families was the fear that their feedback might go back to the health care team, potentially jeopardizing their future care. These concerns were most pronounced in the case of patients with diagnostic conditions such as head injury, brain hemorrhage (vascular) and brain tumours (neoplasia), hydrocephalus and spinal cord injuries with impairment. These patients also tended to have the longest stays in hospital and the highest levels of disability. The stakeholders of the Neuroscience Program were interviewed to examine the most relevant areas for study. Communication, information and education were identified as pivotal to improvement in all other aspects of care. A qualitative method of examination was felt to be the most appropriate to collect extensive information. Also, quantitative data would be collected on a patient satisfaction survey that was being implemented by the HHSC. The critical incident technique, by Flanagan (1954), was chosen as the preferred method of data, as it allowed for a consistent focus to the interviews while still collecting in-depth information. In reviewing and utilizing all of the above information, the research project is outlined using Flanagan's framework and the cycle for improvement outlined by the Joint Commission on Accreditation of Healthcare Organizations. Each step of the process is outlined from the design phase, data collection, data analyses, interpretation and implementation of the improvements. The study, once implemented, should be viewed as a year-to-year process and as being an integral part of the overall quality plan for evaluating patient satisfaction. A database should be established bringing together both patient and family information in order to assess for changes over time. / Thesis / Master of Science (Teaching)

A theoretical model exploring the antecedents of retirement satisfaction , highlighting the role of occupational level, as well as such factors as demographic characteristics, and attitudes and feelings about work and retirement, was developed and tested using path analytic techniques.

No description available.

Yes / Shock, horror, a new study shows the British public don’t like their jobs. Using smart phones researchers mapped the happiness of people in real time, while they went about their daily lives. And they discovered that people do not report feeling very happy at work.

Le but de ce mémoire est de comprendre l’influence de la satisfaction intrinsèque et de la satisfaction extrinsèque sur l’intention de quitter des travailleurs. Afin d’étudier ce sujet, nous avons formulé trois hypothèses basées sur la théorie des attentes et la théorie des deux facteurs d’Herzberg. La première hypothèse stipule que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs. La seconde hypothèse est formulée à l’effet que la satisfaction extrinsèque fait diminuer l’intention de quitter des travailleurs. La dernière hypothèse stipule que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter des travailleurs que la satisfaction extrinsèque. Les données utilisées afin de tester nos hypothèses de recherche ont été collectées dans le cadre d’une étude plus vaste portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise au sein de laquelle les données ont été collectées est dans le domaine des technologies de l’information et des communications (TIC) à Montréal. Les employés interrogés sont les nouveaux employés embauchés par l’entreprise. Les résultats de notre mémoire confirment deux de nos hypothèses. Ainsi, nos résultats ont démontré que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs d’ici six mois, un an et deux ans. De plus, nos résultats ont démontré que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter que la satisfaction extrinsèque. Par contre, une de nos hypothèses est partiellement confirmée. En effet, nos résultats ont démontré que la satisfaction extrinsèque fait seulement diminuer l’intention de quitter d’ici un an et deux ans et n’a aucune influence significative sur l’intention de quitter d’ici six mois. Le soutien organisationnel perçu est une variable qui a également une forte influence sur l’intention de quitter des travailleurs. Pour terminer, la conclusion de ce mémoire présente en quoi nos résultats peuvent être utiles aux gestionnaires des ressources humaines et des relations industrielles. / The purpose of this study is to analyze the impact of intrinsic and extrinsic satisfaction on workers’ intention to quit. In order to investigate this subject, we have formulated three hypotheses based on the theory of expectations and two-factor theory. The first hypothesis states that intrinsic satisfaction decreases worker’s intention to quit. The second hypothesis stipulates that extrinsic satisfaction decreases worker’s intention to quit. The last hypothesis states that intrinsic satisfaction has a stronger influence on worker’s intention to quit than extrinsic satisfaction. In order to test our hypotheses, we used data collected in a larger study on “ the links between compensation, training and skills development attracting and retaining key employees “. The data were collected in an organization in information technology and telecommunications sector located in Montreal. Newly hired employees were invited to answer the survey. The results of our study confirm two hypotheses. Indeed, our results indicate that intrinsic satisfaction decreases worker’s intention to quit within six months, one year and two years. Moreover, our results show that intrinsic satisfaction has more influence on intention to quit than extrinsic satisfaction. However, our results indicate that extrinsic satisfaction decreases only intention to quit within one year and two years and has no significant influence on intention to quit within six months. Perceived organizational support also has an important influence on worker’s intention to quit. Finally, the conclusion of this study presents how our results can be interesting for human resources and industrial relations managers.

Le but de ce mémoire est de comprendre l’influence de la satisfaction intrinsèque et de la satisfaction extrinsèque sur l’intention de quitter des travailleurs. Afin d’étudier ce sujet, nous avons formulé trois hypothèses basées sur la théorie des attentes et la théorie des deux facteurs d’Herzberg. La première hypothèse stipule que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs. La seconde hypothèse est formulée à l’effet que la satisfaction extrinsèque fait diminuer l’intention de quitter des travailleurs. La dernière hypothèse stipule que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter des travailleurs que la satisfaction extrinsèque. Les données utilisées afin de tester nos hypothèses de recherche ont été collectées dans le cadre d’une étude plus vaste portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise au sein de laquelle les données ont été collectées est dans le domaine des technologies de l’information et des communications (TIC) à Montréal. Les employés interrogés sont les nouveaux employés embauchés par l’entreprise. Les résultats de notre mémoire confirment deux de nos hypothèses. Ainsi, nos résultats ont démontré que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs d’ici six mois, un an et deux ans. De plus, nos résultats ont démontré que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter que la satisfaction extrinsèque. Par contre, une de nos hypothèses est partiellement confirmée. En effet, nos résultats ont démontré que la satisfaction extrinsèque fait seulement diminuer l’intention de quitter d’ici un an et deux ans et n’a aucune influence significative sur l’intention de quitter d’ici six mois. Le soutien organisationnel perçu est une variable qui a également une forte influence sur l’intention de quitter des travailleurs. Pour terminer, la conclusion de ce mémoire présente en quoi nos résultats peuvent être utiles aux gestionnaires des ressources humaines et des relations industrielles. / The purpose of this study is to analyze the impact of intrinsic and extrinsic satisfaction on workers’ intention to quit. In order to investigate this subject, we have formulated three hypotheses based on the theory of expectations and two-factor theory. The first hypothesis states that intrinsic satisfaction decreases worker’s intention to quit. The second hypothesis stipulates that extrinsic satisfaction decreases worker’s intention to quit. The last hypothesis states that intrinsic satisfaction has a stronger influence on worker’s intention to quit than extrinsic satisfaction. In order to test our hypotheses, we used data collected in a larger study on “ the links between compensation, training and skills development attracting and retaining key employees “. The data were collected in an organization in information technology and telecommunications sector located in Montreal. Newly hired employees were invited to answer the survey. The results of our study confirm two hypotheses. Indeed, our results indicate that intrinsic satisfaction decreases worker’s intention to quit within six months, one year and two years. Moreover, our results show that intrinsic satisfaction has more influence on intention to quit than extrinsic satisfaction. However, our results indicate that extrinsic satisfaction decreases only intention to quit within one year and two years and has no significant influence on intention to quit within six months. Perceived organizational support also has an important influence on worker’s intention to quit. Finally, the conclusion of this study presents how our results can be interesting for human resources and industrial relations managers.

published_or_final_version / Business Administration / Master / Master of Business Administration

<p>The value of specific individuals for the success of a company has increased drastically because of the increased demand on knowledge and service orientation, and job satisfaction has become more important in the competition of the most attractive employees. Improving job satisfaction also brings along additional advantages. For example, it has been proven to have a direct impact on customer satisfaction. This study aims at providing a working procedure for organizations that wish to increase the level of employee job satisfaction, and a method has been developed that gives practical instructions on how to organize the improvement work. To evaluate the current level of job satisfaction in order to find improvement areas, the most important determinants to job satisfaction have been identified through a literature survey. The method has four phases, Prepare, Investigate, Design and Implement, and is shaped as a closed loop to symbolize the need of continuous improvements. To validate the usefulness and precision of the method, it has been tested in a single case study. The case study showed that the method is applicable in the sense that all four phases were possible to carry out, and that it is capable of providing a practical working procedure to increase job satisfaction. It is also useful when it comes to evaluating already existing working procedures. Most important when it comes to increasing job satisfaction is to let the employees actively participate in the improvement work. This will ensure that the solutions suggested are relevant and enduring, and it will make employees feel acknowledged and motivated to follow out the changes.</p>

The purpose of this study was to examine the potential of three independent psychological scales (Rotter's Locus of Control, Karasek's Job Content Questionnaire [non-injury job stress], and Rosenberg's Self-Esteem Scale) to predict job satisfaction, as measured by Brayfield and Rothe's Index of Job Satisfaction, among salespersons in a small independent department store in Wichita Falls, Texas. An 82-item survey which examined the dynamics of a salesperson's work life was administered to 20 individuals who were full-time employees of the department store. Demographic data were also gathered although these factors were not entered into the regression analysis. A multiple regression procedure examined the responses of the 20 employees who participated in the study. The R-squared coefficient indicates that 41 percent of the variance in Job Satisfaction was explained by the three predictor measures. A major proportion of this unexplained variance may be in variables outside the scope of this study, e.g., salaries, vacation time, benefits, bonuses, or commissions. Results suggest that the independent variables measured by the Locus of Control Scale and the Job Content Questionnaire in combination were the best predictors of job satisfaction with a significance level of .01. The single best predictor was the Job Content Questionnaire, significant at .03. The three instruments (Locus of Control, Self-Esteem, and Job Content Questionnaire) which comprised the independent variables, reached a significance level of .03 in their prediction of job satisfaction (Brayfield-Rothe Index of Job Satisfaction). Study results indicate that a majority of the employees in the sample population were satisfied with their jobs and with the leadership style manifested by the store manager. In addition, job security was believed to be satisfactory. Inasmuch as there is a void in the literature regarding personal characteristics of salespersons as variables that interact with job satisfaction, comparisons of the findings of this research with other studies that have explored the intricacies of job satisfaction among salespersons who work in small, independent department stores cannot be made. Further research on the predictability of job satisfaction among salespersons in small, independent retail operations such as the department store investigated in this study would be useful not only to managerial staff in decision making and personnel management but would promote greater understanding of the personal characteristics of salespersons as human investment capital which has the potential to create the effective competitive edge required for survival in the new economy.

Master of Science / School of Family Studies and Human Services / Jared A. Durtschi / Depression is a pervasive mental health concern; thus, it is important to identify modifiable risk factors associated with reducing depressive symptoms across time. Using 1,946 married and cohabiting German couples assessed annually across 4 years from the Panel Analysis of Intimate Relationships and Family Dynamics (Pairfam) study, we tested if shifts across time in sexual satisfaction and relationship satisfaction were linked with expected shifts in trajectories of depressive symptoms using dyadic time-varying covariate growth models. For both men and women, higher sexual and relationship satisfaction scores across time were significantly associated with decreasing their own depressive symptom trajectories across time, but only relationship satisfaction was linked with a shift in their partners’ trajectories of depressive symptoms. Potential clinical implications from these results include the treatment of depressive symptoms by making changes across time in their own relationship satisfaction and sexual satisfaction.