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Chapter - I Background of The Study

1. The document discusses background information on job satisfaction, including definitions from various scholars. 2. It explores factors that influence job satisfaction, such as leadership, communication, decision making ability, and work environment characteristics. 3. Theories of motivation are also summarized, including Herzberg's two-factor theory and Maslow's hierarchy of needs theory, to provide context for understanding job satisfaction.

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60 views3 pages

Chapter - I Background of The Study

1. The document discusses background information on job satisfaction, including definitions from various scholars. 2. It explores factors that influence job satisfaction, such as leadership, communication, decision making ability, and work environment characteristics. 3. Theories of motivation are also summarized, including Herzberg's two-factor theory and Maslow's hierarchy of needs theory, to provide context for understanding job satisfaction.

Uploaded by

pradeep1346
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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CHAPTER - I

INTRODUCTION

Background of the Study

Job satisfaction is a pleasurable or positive emotional state resulting from appraisal of


one’s job or job experience. It is the result of various attitudes the employee holds towards his
job, related factors and towards life. It cannot be seen, it can only be inferred.

Drever in 1964 described job satisfaction, “ as an end state of feeling”. Singh in 1990
pointed out that the job satisfaction is a part of life satisfaction, the nature of one’s
environment off-the-job. Similarly a job is an important part of life. Job satisfaction influences
one’s general life satisfaction as an effective reaction, feeling of employees with job supervision,
co-workers salary or pay and his or her current future career progress.

According to Andrew Brin, “job satisfaction is the amount of pleasure or contentment


associate with a job. If one person likes his job intensely, he will experience high job satisfaction
and if the person dislikes his job intensely he will experience job dissatisfaction.

It is essential to make a distinction of job satisfaction from job climate and job
involvement. Job satisfaction is an effective or evaluative state while the concept of climate is a
descriptive, cognitive and non-evaluative construct (Wall 1979).

Vroom (1964) postulated a model of job satisfaction. He argued that strength of the
force on a worker to remain on his job is an increasing functions of valence on his job. Job
satisfaction was also found relate to various individual dimensions of organizational climate such
as leadership, communication, interaction, influence in decision making, goal setting and control.

Satisfied employees tend to be more productive, creative and committed to their


employers and recent studies have shown a direct correlation between staff satisfaction and
patient satisfaction in health care organization. However, what makes a job satisfying or
dissatisfying does not depend only the nature of the job, but also on the expectations that the
individual have of what their job should provide.
McClosckey and Muller satisfaction scale (MMSS) has acceptable reliability and construct
validity and may be used to measure satisfaction with extrinsic rewards, scheduling family or
co-workers interaction, professional opportunities praise or recognition and control or
responsibility.

The American Association of Critical care Nurses (AACN) has identified six standard for
creating and maintaining healthy work environments for ICU nurses. They include, (1) promote
skilled communication and encourage staff to listen respectfully, (2) foster collaboration,
acknowledge and support the authority nurses, (3) value effective decision making, (4) provide
appropriate staffing, (5) provide meaningful recognition, (6) demonstrate authentic leadership.

A study conducted by Mohmoud Al – Hussami, to determine the job satisfaction of nurses


states that there is a strong relationship for job satisfaction of nurses to organizational
commitment, perceived organizational support, transactional leadership, transformational
leadership and level of education.

Another study conducted by Nickey Mathew and Jackey Campbell in 2004, to assess
nursing turn over in ICU states that a huge stress in ICU is work overload resulting from
inadequate staffing. If adequate staffing is maintained, nurses are able to take all other
frustrations in their stride. High nurse turn over and vacancy rate are affecting assess to health
care. Continuously hiring new employees is costly and frequent staff turn over affects employees
morale and impairing patient care. Rapid turn over has been found to have negative physical
and emotional effects and leading to a greater incidence of falls, medication errors, fear and
anxiety and feelings of hopelessness.

According to Borda and Norman (1997) and LU White and Barribal (2005), the retention
and recruitment of nurse have reasons why nurses leave their positions. Their dissatisfaction
often attributed to heavy workload, leadership styles, motivation, inadequate training and lack of
respect. Satisfaction of ICU nurses also related to their communication. Nurses are more satisfied
with understanding open and accurate communication, especially attending to physician.

Researches suggested that job satisfaction is a major concern for nurses. A variety of
work place stressor, coping strategies and demographic characteristics have been turned to
contribute both positively and negatively to job satisfaction. Job satisfaction were controlled by
years of experience in nursing uncertaining patient’s treatment, behavioral disengagement and
positive retraining. Interactions followed by pay and autonomy were the most important job
satisfaction of nurses.

Denton M and Zegtiiglu I.U. conducted a study in 2006 on retaining nurses in their
employing hospitals and in the profession and effects of job preference, unpaid overtime,
importance of earning and stress suggests managers and policy matters pay attention to
employing nurses in jobs they prefer, decrease unpaid – overtime, and consider the importance
of earning for them and their families in developing policies and progression to retain nurses.
More importantly stress levels sgould be lowered to retain nurses.

Fredrick Herzberg’s Two Factor Theory ( also known as motivation hygiene theory)
attempted to explain satisfaction and motivation in the work place. This theory states that
satisfaction and dissatisfaction are driven by different factors, motivation and hygiene factors
respectively. An employees motivation to work is continually related to job satisfaction of a sub-
ordinate. Motivation can be seen as an inner force that drives individual to attain personal and
organizational goals. Motivating factors are those aspects of the job that make people want to
perform, and provide people with satisfaction, for example achievement in work, recognition,
promotion and opportunities. Those motivating factors are considered to be intrinsic to the job,
or the work carried out. Hygiene factors include aspects of the working environment such as
pay, company policy, supervisory practices, and other working conditions.

Some argued that Maslow’s hierarchy of need theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explain that people seek to satisfy five specific
needs in life - physiological needs, safety needs, social needs, self- esteem and self actualization.

Job satisfaction of nurses is very essential, because they spend a major portion of their
life at their work place. If the nurses working in ICU’s feel that they are working much harder
than the nurses who are working in the wards, but are receiving lower rewards ,they will be
dissatisfied and have a negative attitude towards the job. On the other hand if they feel that
they are being treated well by authorities, they will be satisfied with their jobs and will have
positive attitudes.

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