Job Satisfaction in Australian Health Care Organizations - Research Proposal Example

Topic: Proposal Name: Registration No: Institution: Date of Submission: Executive Summary This research proposal aims at creating an understanding of the effects of leadership styles on retention of nurses and job satisfaction in Australian health care organizations. It involves identification of research issues that need to be addressed as well as the assumptions that will be made during the research so that the research question can be understood. Furthermore, this research proposal presents a review of some of the literature from various authors about the research topic. This is followed by examination of the research design that will be important in enabling the researcher achieve the research objectives. The proposal presented is that of a research which is intended to be collected from various professionals in the nursing field of employment in Saudi Arabia. It explains how the mixed method of research that involves both qualitative and quantitative data collection will be used to collect data for the research. The research proposal also illustrates a range of data analysis tools that will be used such as Statistical Packages for Social Scientist (SPSS) and the analysis methods for descriptive statistics so that the research question can be understood. Furthermore, the research involves selection of a sampling procedure to be followed in collecting the sample for the study followed by elaborating methodological procedures to be followed during data collection and data interpretation. It also explains measures which will be used during the research as well as research approach during data collection to enable the researcher understand the research topic. TABLE OF CONTENTS Executive Summary 2 1.Introduction 3 1.2.Research Problem 4 1.3.Context of the Study 4 2.Brief Literature Review 4 2.1. Assumptions of the Research 7 2.2.Job Satisfaction 7 2.3.Research Questions/hypotheses 8 3.Research Configuration of methodological approaches 9 3.1. Overall Research Design 9 3.2.Key constructs and measures 9 3.3.The intended sampling scheme 10 3.4.Detail of proposed Procedures 10 3.5.Passing Gate Keepers and gaining access to organizations 11 3.6.Instruments 11 4.Data Analysis 12 5. Research Plan and Timeline of the Research 13 6.Strengths and Limitations of the Research proposal 14 References 14 Appendix 16 Appendix A: Demographic Form 16 Appendix B: Leadership MLQ) Questionnaire 16 Appendix C: Semi-Structured Questionnaire 17 Appendix D: Job Satisfaction Survey 18 Appendix E: Intent to Stay Scale 19 1. Introduction While there is an increase in social transformation and technology, the significance of leadership has remained important in ensuring the services provided by employees at work place remain competitive. On the other hand, there has been a dramatic change of the definition of leadership in any organization where leadership focuses on structures, making plans of schedules and assigning tasks to individuals. Leadership has affected a number of variables in an organization, system values and the characteristics of an organization such as the ambitions of its employees. Studies have shown that leadership style is a determining factor for job satisfaction, outcomes, mental activity, and possibility of being absent from work and long-term career services. Leadership has also been identified as a determining factor for employee retention. This is because the leader’s style of leading determines the level of comfort of the employee to work in a particular organization and become satisfied with the activities that take place there. In this paper, the main focus is the effect of leadership style on job satisfaction of employees as well as employee retention with the focus on Saudi Arabian hospitals. 1.2. Research Problem Research Problem that this study tries to investigate is the effect of leadership style on nurses’ retention and nurses’ job satisfaction in Saudi Arabia. This is achieved by investigating literature review that explains how leadership style has played a role in determining nurses’ retention in Saudi Arabia as well as providing a research design aimed and conducting a research which will ensure this research question is answered. This is because, it has been observed that there is an association between leadership styles in health care settings and nurses’ willingness to continue working in an organization as well as the possibility of being satisfied in their areas of employment. 1.3. Context of the Study The context of the study is nursing satisfaction at work which contributes to the willingness of the nurse to remain in a health care institution so that he or she can provide medical services to patients. The researcher in this study intends to collect data regarding various forms of leadership style in nursing environment and how they affect the satisfaction of nurses in their respective areas of work as well as the willingness to continue working so that they do not decide to leave a particular health care institution or feel dissatisfied with the leadership style being provided in such a health care institution. 2. Brief Literature Review There are various publications such as books and journals that explain the research question of the effects of leadership style on the retention of nurses and job satisfaction. For instance, Sellgren, Ekvall & Tomson (2008 p 578) explains he role played by supervision in contributing to nurses’ job satisfaction and the retention. This is illustrated by explaining the role of responsible planning; organizing and controlling the activities of nurses so that they are provided with direction on the manner in which they need to perform their tasks to achieve a high level of job satisfaction and being retained in their areas of employment. In addition, Hosis, Plummer & O’Connor (2012) explains the responsibility of manager of nursing environment by monitoring the actions performed by nurses so that they can meet the goals of performing well in their areas of specialization. The author also explains the role of effective leadership style on ensuring the potential or nurses are maximised so that they are retained in a particular health care institution. It also provides the views of O'Brien-Pallas, Duffield, and Hayes (2006) who explains the correlation between the type of leadership in a nursing environment and job satisfaction and retention. Furthermore, Giltinane (2013) explains the role played by leadership in enhancing motivation, providing support and ensuring the nursing staff are satisfied at their job and are willing to continue working in a particular health care institution. Another author who contributed to understanding of the research question is Grimm (2010) who explained that effective leadership style that is important in a nursing profession can be achieved by providing education to the nurses as well as improving the competence of the nurses through training and motivation of the employees. Various definitions of leadership have been illustrated in literature such as the ability to influence and motivate employees through provision of directions and guidance so the organizational effectiveness can be achieved. It has also been explained to be concerned with influencing followers so that they can accept change. In the context of this study, it involves creating the right direction so that nurses can follow that direction in the manner in which they perform their tasks so that operational goals of a specific health care institution are achieved. Abualrub, & Alghamdi (2012) “define intention to stay as the likelihood of nurses to stay in their present job”.(p 669). Typically, satisfied nurses are likely to stick to their professions and stay with the same organizations if they derive job satisfactions with these organizations. Hosis, Plummer and O’Connor(2012) point out that Saudi Arabian healthcare system has suffered from a shortage of qualified nursing managers in both public and private sectors. To overcome the shortage, the Saudi government has recruited large number of culturally diverse workforces from different countries to deliver high quality healthcare for Saudi nationals. By consequence, western expatriates hold most of the nursing managerial positions making these expatriates receiving higher salary. Due to the concern of Saudi Arabian government towards the health care needs of its citizens, there has been enhanced training of nurses and leaders in managerial positions in nursing environment so that nursing vacancies can be filled and managerial positions in the nursing environment are followed by the most qualified managerial staff so that the nurses are satisfied in their jobs and there is a high level of retention of nurses to work in a specific health care institution. In the cases where there are no qualified nurses to fill the managerial positions in the nursing field, expatriates have been recruited from other countries so that they can provide the right leadership that ensures the nurses are managed effectively and they are satisfied with the positions in which they are placed at their jobs. Whether the Saudi healthcare organizations manage nursing personnel using the expatriate or national nursing managers, choosing the appropriate leadership style is very critical for effective management of nursing personnel within the Saudi healthcare setting. Sellgreen, Ekvall, & Tomson (2008) argue that a nursing manager is both the head of the nursing units and leader of a nursing unit. Typically, a manager is required to set operational goals to allocate resources, establish action plan, set operational goals and solve problems. Typically, leaders are to produce changes for an organization by developing and communication their visions to the followers in order to enhance organizational success. Abualrub, & Alghamdi, (2012) argue that a nursing manager is required to choose an appropriate leadership style to manage the nursing staff in order to enhance a job satisfaction. Giltinane (2013) explore different leadership theories that can be used to manage nurses within a healthcare setting. Classical leadership style includes autocratic, laissez-faire, democratic, situational and bureaucratic. Contemporary leadership style includes transformational, charismatic, transactional, shared, and connective leadership. Abualrub, & Alghamdi, (2012) argue that transformational leadership is preferred over the transactional leadership because managers who exhibit transformational leadership style are able to assist nurses enjoying a job satisfaction. Bass, Avolio, Jung & Berson (2003) define transactional leadership style as the process where the leaders offer rewards in inform of payments to make followers perform expected services. While a transactional leader offers contingent rewards to an obedient employee, however, a transactional leader may punish a follower for non-compliance with the required standards. On the other hand, transformational leaders use the inspiration, idealized influence, intellectual stimulation, motivation, and individual considerations. According to Bass, et al (2003), leaders who use idealized influence are admired and respected by followers to the extent that followers may decide to imitate their styles. Moreover, leaders who motivate their followers through inspiration provide meaningful change within the work environment. More importantly, intellectual stimulation is used by the transformational leaders to enhance innovation and creativity in order to solve problems. Using the mentoring approach, the transformational leaders are able to enhance professional growth within the healthcare settings. (Bass, Avolio, Jung & Berson, 2003). 2.1. Assumptions of the Research The guiding assumption that will be made during this research is that nurses are not affected by inspirational leadership styles and that they are not motivated by financial gains but by the manner in which they are managed at a working environment. Another assumption that will be made is that the researcher does not know the type of leadership style that is motivating to nurses as well as the type of leadership style that can result into the possibility of a nurse to be less satisfied with the present working environment and the possibility to be retained at a particular health institution. It will also be assumed that the leadership styles that affect the job satisfaction of nurses in Saudi Arabia are not similar to those that affect the job satisfaction of nurses in other parts of the world. Furthermore, this study is based on the assumption that the leadership style that is results into job satisfaction of one nurse is independent of the leadership style that is results into job satisfaction of another nurse. Based on these assumptions, the study will be conducted with more consideration of these assumptions when analysing the results of the study. 2.2. Job Satisfaction Reneé, Pamela, John, et al. (2014) reveal that the level of job satisfaction among registered nurses influence turnover, retention, nurses recruitment and patients’ satisfaction. The authors argue there is a positive relationship between transactional or transformational nursing leadership styles and job satisfaction. The authors point out that job satisfaction is low among registered nurses in the United States, and major factor responsible for low job satisfaction is that leaders are unable to provide minimal support for nurses in order to enhance nurses’ performances, and the issue influences job dissatisfaction, work performance decline, and low nurses retention. In essence, factors that can enhance job satisfaction include leadership style, high quality of working environment, and organizational commitment. Variables that influence job satisfaction include emotional stress, autonomy and number of works per month. In essence, nursing leaders play a critical role in enhancing work environment that can influence job satisfaction and nurse retention. Sellgreen, Ekvall, & Tomson, (2008) also identify job satisfaction as an important and critical predictor for nurses retention. Essentially, job satisfaction is considered a global phenomenon, which is referred to emotions and feelings that individual nurse perceives towards a work environment. In essence, job satisfaction can decline if the intrinsic values are not achieved, and leadership behaviours are very essential to achieve job satisfactions, which assist in enhancing both the instinctive and extinctive values for nurses. Transformational leadership or transactional leadership style can be used to enhance nurses’ retention. It is essential to realize that poor job satisfaction and low wages are the major factors that make nurses leaving their work. Moreover, inadequate training, heavy workloads, low work motivation and poor leadership style contribute to a low retention of nurses. Transformational leadership, or transactional leadership or charismatic leadership style can be used to motivate nurses to enhance nurses’ retention in Saudi Arabia. 2.3. Research Questions/hypotheses The research questions that this study will attempt to answer include the following: i. Are nurses motivated to continue working in a particular health care institution as a result of the type of leadership style used in the institution? ii. Which types of leadership styles are used by different health institutions? iii. Is job satisfaction a predicting factor for the possibility of nurses’ retention in a health care institution? The hypotheses that this study is based on include the following: H1: Nurses are motivated by particular leadership style and are thus satisfied in their jobs H2: Job retention is determined by the level of job satisfaction which is determined by the type of leadership style provided to nurses. H3: There is an association between leadership style and satisfaction of nurses in their jobs and a consequent retention. 3. Research Configuration of methodological approaches 3.1. Overall Research Design The overall research design for this study is a positivist research paradigm. This is the research paradigm where the researcher believes that the respondent has the knowledge of the information provided during the research. The data analysis is based on the responses provided by the respondent and no other studies are conducted. In order to apply this research paradigm more effectively, this research uses a mixed research strategy. This is a research strategy where both qualitative research and quantitative research are conducted. In qualitative research, the researcher collects information that is descriptive in nature such as the views and opinions of respondents with regards to a particular research question. In quantitative research the researcher collects information that can be quantified and rated. In this study, the main quantitative data to be collected will be the age of the respondents and their number of years they have worked in Sydney, Australia. 3.2. Key constructs and measures An example of a construct during this research will be ideas construct. This is where the researcher will determine the ideas or respondents with respect to the research questions. Another construct that will be important in this research is the people construct. This is where data analysis will be done on the basis of age, gender and other demographic characteristics that are collected during the research. In addition, the construct of organizations will be used. This is where data analysis will be carried out on job satisfaction of nurses and their retention as a result of implementation of various forms of leadership styles. The ability of leaders in a particular health care institution to provide competent leadership and the corresponding job satisfaction of employees will be measured. In addition, the measure of outsourcing alliances in the process of finding the right leaders to manage the activities of nurses will be used as an organizational construct (Easton, McComish & Greenberg, 2000). Events construct that will be used during this study is the measure of cases of nurses’ retention as a result of implementation of a particular leadership style. The measures that will be used in this research include the measure of duration of stay in a particular health care institution as a result of implementation of a particular leadership style in the process of managing nurses in the health care institution. In addition, the measure of the level of job satisfaction as a result of implementation of a particular leadership style in a health care institution will be used. This will involve determining how happy the respondents are in their current employment positions in the health care institutions where they are employed (Fasick, 2001). Measurement will also include direct determination of various characteristics of respondents such as age and height after which these measurements will be associated with the responses. A special measure to be used during this research is self-report. This is a measurement method where the individual respondent is given the opportunity to provide his or her response without interfering with the views or opinions of the respondent. However, the researcher will ensure caution is taken when recording self-reported data due to the fact that they are subject to various forms of bias such as social desirability bias. 3.3. The intended sampling scheme The intended sampling scheme will involve selection of samples from various hospitals in Saudi Arabia with the aim of understanding the responses of the respondents to the research questions. The sample will be composed of 150 nursing managers from seven hospitals. It is assumed that this sample size will be adequate enough to meet the inclusion criteria during the research. Furthermore, the study will involve 300 participants in the sample population who will include registered nurses and a number of administrative staff nurses in the selected hospital. The generalisation of what has been learned to other people will include publishing the report in an article that can be distributed to hospitals so that the management of these hospitals can learn about the kinds of leadership styles that contribute to job satisfaction and retention of employees in a health care institution. 3.4. Detail of proposed Procedures The procedures to be followed during data collection process will involve accessing the selected hospitals in Riyadh, Saudi Arabia and finding the respondents who will be engaged in individual survey where they will be asked the research questions and asked to provide answers to them after which the responses will be recording through note taking and audio recording. The surveys will also be administered by hand delivering of questions relating to the research to the managers in the selected hospitals so that they can provide responses to the research questions after which the responses will be collected from the offices by an agent to the researcher for analysis. The transcription of the responses will involve the use of free open-source computer software that enables analysis of the results of the qualitative research (Fielding, 1994). The analysed data will then be ready for compilation into a report after which the report will be published in magazines and articles that can be sold directly to the public or obtained in hospitals in Riyadh. 3.5. Passing Gate Keepers and gaining access to organizations The processes involved in passing gate keepers and gaining access to the health organizations where the research will be conducted will involve conducting a visit to the health care institutions after which the researcher will meet with the top managers and explain the intention of the research so that they can be given the permission to conduct the research. Following the acceptance of the intention to conduct the research, the researcher will then return home and prepare for the research on the allocated day. Ethical issues will also be observed during the research. This is where the participants are protected from any form of discomfort as a result of taking part in the research such as ensuring anonymity of respondents when collecting responses from them. It will also involve ensuring the respondents are not forced to take part in the research and only those who are willing to take part can do so. Furthermore, this study will abide by reporting ethics where no respondent will be mentioned in person when reporting the responses. 3.6. Instruments The researcher will use a semi-structured questionnaire to collect data to achieve the research objective. The questionnaire will consist of the MLQ-5X) (Multifactor Leadership Questionnaire) (Bass & Avolio 2004). Other instruments that will be used to collected data are: Demographic form. Unstructured questionnaire Job Satisfaction Survey Intent to Stay Scale The proposal will collect demographic data of all the participants which include: age, gender, marital status, educational qualification, years of working experience, current hospital working experience, working schedule, Number of patients per nurse Working department. The appendix 1 provides the samples of all the instruments that will be used for the proposal. Since the Saudi Arabia hospitals are characterized by the multi-lingua nurses, the questionnaire will be available in English, Arabic, French, and Spanish Languages. It is assumed that all the participants should be able to speak one of the listed languages. The committee competent in the listed languages will review the translated version before being distributed to the participants. The committee will approve the questionnaire for its clarity before being distributed to the participants. The study will test the instruments using the pilot study of 15 nurses to ascertain the clarity, and reliability of the questionnaires. 4. Data Analysis The statistical analysis will be carried out using the SSPS VERSION 17. However, if the SSPS is not available, the researcher will use Microsoft Excel 2007 or STATA 13 software for the analysis. The descriptive statistics will be used to summarize the raw mass of data in a manageable form using the Mean, Standard Deviation, Percentages and Frequencies. The Pearson’s correlation will also be used to test and examine the correlation between the variables. The regression analysis using the hierarchical form will be used to test correlation of the leadership styles, job satisfaction and intent to stay at work. In essence, the hierarchical regression can be used to examine the relationships between the dependent variables and independent variables using the probability of 5% to indicate the relationship or differences (Abualrub & Alghamdi 2012). The thematic qualitative technique is used to analyse the qualitative data. 5. Research Plan and Timeline of the Research The research plan to be followed in this research will be as follows; I. Formulation of Research questions from research topic II. Synthesising the research questions and determining their relevance for the research objectives III. Contacting gatekeepers of organizations where the research is to be conducted IV. Identification of respondents V. Conducting the research where data is collected from respondents VI. Analysing the results of the research and creating a database of the research outcomes VII. Creating a report of the research, printing the report and binding the report VIII. Presenting the report to stakeholders. The following timeline will be followed during the process of conducting the research Activity Commencement Time End Time Formulating research questions 02-06-2015 07-06-2015 Contacting gatekeepers for permission to conduct the research 08-06-2015 10-06-2015 Selection of respondents 11-06-2015 13-06-2015 Collection of data from respondents 14-06-2015 20-06-2015 Analysis of the responses from respondents and creating a database of the responses 21-06-2015 25-06-2015 Creating a report from the analysed responses, printing the report and binding the report 27-06-2015 28-06-2015 Presenting the report to stakeholders 30-06-2015 - Table 1. Timeline for the research process 6. Strengths and Limitations of the Research proposal An example of a limitation of this report is that it should be interpreted with caution because the participants can create a reporting bias. Another limitation is that the secondary data collected through the review of the literatures might not reflect the present situation of the Saudi Arabia healthcare settings. Despite the limitations identified in the study, the proposal will provide several strengths. First the proposal will enhance a greater understanding of the nursing leaders and academic community on the extent the leadership styles can enhance nurses’ intention to stay with their present organizations. The findings of the proposal will also assist nursing leaders to implement appropriate leadership styles to reduce nurse turnover and increase job satisfaction in the Saudi Arabian healthcare environment. References Abualrub, R.F. & Alghamdi, M.G. (2012). The Impact of Leadership Styles on Nurses Satisfaction and Intention to Stay among Saudi Nurses. Journal of Nursing Management, 20, 668–678. Bass B., Avolio B., Jung D. & Berson Y. 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How do transcribers deal with audio recordings of spoken discourse? Journal of Psycholinguistic Research, 24(2), 101 – 115. MacLean, L. M., Meyer, M., & Estable, A. (2004). Improving accuracy of transcripts in qualitative research. Qualitative Health Research, 14(1), 113 – 123. McCormack, C. (2000). From interview transcript to interpretative story: Part 1. Viewing the transcript through multiple lenses. Field Methods, 12(4), 282 – 297. Giltinane, C.L. (2013). Leadership Styles and Theories. Nursing Standard. 27(41): 35-39. Grimm J.W (2010). Effective leadership: Making the difference. Journal of Emergency Nursing. 36, 1, 74-77. Hosis, K. Plummer, V. & O’Connor, M. (2012). Nursing Management in Saudi Arabia: Evaluating Strategies for Succession Planning. Asia Pacific Journal of Health Management. 7(1):19-27. Horwitz, I.B. Horwitz,S.K. Daram, P. et al. (2008) Transformational, Transactional, and Passive-avoidant Leadership Characteristics of a Surgical Resident Cohort: Analysis using the Multifactor Leadership Questionnaire and Implications for Improving Surgical Education Curriculums. Journal of Surgical Research. 148, 1, 49-59. Marquis B. & Huston C. (2009) Leadership Roles and Management Functions in Nursing, Lippincott Williams &Wilkins, Philadelphia, PA. Perez, J.W.L. (2014). Impact of Nurse Managers’ Leadership Styles on Staff Nurses’ Intent to Turnover. A thesis submitted to the faculty of Gardner-Webb University School of Nursing. O'Brien-Pallas, L., Duffield, C., & Hayes, L. (2006). Do we really understand how to retain nurses? Journal of Nursing Management, 14(4):262-270. Perez, J.W.L. (2014). Impact of Nurse Managers’ Leadership Styles on Staff Nurses’ Intent to Turnover. A thesis submitted to the faculty of Gardner-Webb University School of Nursing. Reneé, R. Pamela, H.S. John, N. et al. (2014). Effects of Leadership Characteristics on Pediatric Registered Nurses' Job Satisfaction. Pediatric Nursing. 40(5): 236-241,256. Sellgreen, S.T. Ekvall, G. & Tomson, G. (2008). Leadership Behaviour of Nurse Managers in Relation to Job satisfaction and Work Climate. Journal of Nursing Management, 16, 578–587. Sims HP, Faraj S, Yun S (2009) When should a Leader be Directive or Empowering? How to Develop your own Situational theory of leadership. Business Horizons. 52, 2, 149-158. Appendix Appendix A: Demographic Form Age ___________________ Gender ___________________ Marital status ___________________ Educational qualification ___________________ Years of Nursing working experience ___________________ Current hospital working experience ___________________ Working schedule ___________________ Number of patients per nurse ___________________ Working department ___________________ Appendix B: Leadership MLQ) Questionnaire Key: 0 = Not at all 1 = Once in while 2 = Sometimes 3 = Fairly Often 4 = Frequently if not at all time Transformational Leadership Styles Idealized Influence (Attributes) I go beyond the self-interest for the best of the group 0 1 2 3 4 Idealized Influence (Behaviors) I consider the ethical and moral consequences before making a decisions. Inspirational Motivation I consider optimistically concerning the future Intellectual Stimulation I re-examine many critical assumptions and question they are appropriate. Individualized Consideration I assist the subordinates to develop their strengths. Coaches People Assist people to develop new skills Encourages Innovative Thinking Encourage people to develop new ideas Transactional Leadership Styles Contingent Reward I make people to understand the rewards they are going to receive if they achieve the performance goals. Monitors Mistakes I monitor mistakes to rate people by their performances. Active Management by Exception Keeping the track of all type mistakes. Avoidant /Passive Leadership Styles Passive Management by Exception Before taking action, I always wait for something to go wrong. Laissez-Faire I avoid making a decision Appendix C: Semi-Structured Questionnaire Leader self-assessment: Name______________________________________________ 1. What value have you added to the organization? ______________________________________________________________________________________________________________________________________________________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ 2. Do you consider intervention in achieving leadership objectives? Explain. ____________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________ 3. How do you motivate your workers to achieve job performances? _____________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________________________________________ ___________________________________________________________________________ 4. Explain the strategy you use to derive job performances from your workers. Explain whether you use rewards or punishment. __________________________________________________________________________ ___________________________________________________________________________________________________________________________________________ __________________________________________________________________________ 5. How do you inspire your workers in order to develop new ideas? __________________________________________________________________________ ___________________________________________________________________________________________________________________________________________ __________________________________________________________________________ 6.How do you improve the skills and knowledge of workers? __________________________________________________________________________ ___________________________________________________________________________________________________________________________________________ __________________________________________________________________________ Appendix D: Job Satisfaction Survey 1. How meaningful do you consider work? Extremely meaningful Very meaningful Moderately meaningful Slightly meaningful Not at all meaningful 2. How challenging do you consider your job? Extremely challenging Very challenging Moderately challenging Slightly challenging Not at all challenging 3. Within a week, how often do you consider having stress at work? Extremely often Very often Moderately often Slightly often Not at all often 4. Are you well paid for the work perform? Extremely well Very well Moderately well Slightly well Not at all well 5. How do you rate the expectations and performances of your manager? Extremely realistic Very realistic Moderately realistic Slightly realistic Not at all realistic 7. How do consider tasks assigned to you by your manager assists you to grow professionally? Extremely often Very often Moderately often Slightly often Not at all often Appendix E: Intent to Stay Scale 1. Do have opportunities to get promoted in your work? A great deal A lot A moderate amount A few None at all 2. Are you satisfy with benefits received at work? Extremely satisfied Moderately satisfied Slightly satisfied Neither satisfied nor dissatisfied Slightly dissatisfied Moderately dissatisfied Extremely dissatisfied 3. Do you consider yourself satisfied with your present job? Extremely satisfied Moderately satisfied Slightly satisfied Neither satisfied nor dissatisfied Slightly dissatisfied Moderately dissatisfied Extremely dissatisfied 4. How likely do you feel quitting your present job and look for another job with other company? Extremely likely Very likely Moderately likely Slightly likely Not at all likely Read More