The purpose of the research “Does Motivating Nurses Lead to Higher Levels of Job Satisfaction?” is to determine whether motivational strategies for nurses lead to higher levels of job satisfaction with their position and their role…
Job satisfaction is the level to which an employee of an organization is content with their position and enjoys their role (Armstrong 2006.) Satisfaction on the job is of considerable interest in the health services industry. Job satisfaction has a direct correlation with improved job productivity and also predicts lower employee turnover rates and reduction of absenteeism (Cohen and Golan 2007).
However, there is a gap in the research literature as to whether motivating nurses improves job satisfaction. There could potentially be mitigating circumstances of a nursing position or the specific health services environment where a nurse is employed that improves job satisfaction without necessarily considering motivation. For example, Craven, Hirnle, and Jensen (2013) assert that nurses require meaningful social relationships and affection in order to experience higher levels of job satisfaction. Favorable feelings about one’s job encompass the essence of job satisfaction (Robbins 2005).
In an environment where nursing supervisors must develop appropriate strategies to improve job satisfaction, learning whether motivational strategies are sufficient enough is of considerable concern in an effort to create new best practice leadership strategies to boost performance and productivity of nurses. If motivation is inadequate for improving nurses’ job satisfaction, then nursing supervisors can determine other, more valuable strategies to create a rewarding and productive work environment for diverse nursing professionals.
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SUCCESSFUL INDIVIDUALS WITH HIGH LEVELS OF JOB SATISFACTION Introduction Job satisfaction is a topic that has been discussed in several human resource and labour related literature. The reason for this and the importance of such studies have always been to draw the line between employee job satisfaction and organisational growth and development.
The author of the paper studies the definition of satisfaction. Namely, some terms connected to the study are given. Locke, for instance, defined job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". While Spector looks at it as a psychological variable that is related to the feeling of an employee about one's job.
f the relationship with the immediate supervisor, quality of relationship with co-workers, and the organization as a whole, the quality of the physical environment of the workplace, the degrees of fulfillment, or self satisfaction in the work and responsibilities, possibility of
Job satisfaction is an important factor in different industries especially in high-risk environments because high levels of productivity characterized by work efficiency is a prerequisite for the work environment. Due to the peculiar working environment of the petroleum industry, human resource management becomes an important corporate strategy.
These assumptions appear self-evident, but in fact, there are some difficulties in taking such a simplistic line. One objection that may be raised to the use of job satisfaction responses as measures of individual well-being is that satisfaction is subjective and hence cannot be compared across individuals.
method (adhering to efficiency, effectivity or company-standards) of carrying out a service or making of product, and the individual contribution to the group, organization or company performance. A positive job performance mark will most likely bring bright, sunny days to
There are two forms of work performance, states Biswas (2011). They are in-role and extra-role performances. The former refers to an employee’s action to fulfill the requirements of his/ her job description, while extra-role performances relate to those which are outside formal role requirements, and undertaken at the employee’s discretion.
In a research by Nazim Ali said, “Dissatisfied employees create many problems for their organization inspite of solving it problems”. In the educational sectors, dissatisfied employees may exhibit behaviors that can lead to poor results or they may engage in counterproductive activities such as theft, poor service, sabotage of equipment.
The motivator factors identified are responsibility, recognition, promotion, intrinsic aspect of the job and achievement. Hygiene factors include salary, supervision, security and relationships with colleagues.
One of the most important discourses pertaining to the subject of technological advancement is the subject of its ability to be applied to carry out tasks that would previously be done by a large number of people. In a factory, where for example
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