The importance of job satisfaction in hospital quality processes

Abstract: Purpose. The purpose of the study was to evaluate the level of job satisfaction among the staff of Pärnu County Hospital and to describe variables related to their job satisfaction. Methods. The study was carried out in December 1998. The opinions of staff regarding satisfaction with their jobs were studied using an Estonian translation of the Norwegian Medical Association Job Satisfaction questionnaire, which was distributed to all 673 staff members of the hospital. Three levels of analyses were carried out. Stepwise regression analysis was used to determine which single item factors were most important in job satisfaction for the various groups of hospital staff. Further, global job satisfaction item and a four items construct called nature of job satisfaction (α=60) were selected as dependent variables. The independent variables consisted of constructs measuring: knowledge in planning (3 items α=70), relationship with superior (5 items α=89), strategic knowledge of workplace (5 items α=84), work stress (6 items α=77), unrealistic expectations (5 items α=72), collegial relationships (2 items α=75), discussions with colleagues (3 items α=80), recognition (3 items α=67) and sense of belonging (single item). Pearson correlations were used to determine whether the independent variables were significantly correlated with job satisfaction. Scheffe’s F-test was used to conduct post-hoc analyses of variance for each independent variable between categories of hospital personnel. Results. The response rate was 77%. The key results were that overall job satisfaction was moderately high (3.86 on a scale of 5); however there are differences in satisfaction models between categories of personnel. In addition, there are significant differences in the correlations between job satisfaction and the independent variables among the groups of personnel. Conclusions. The findings of this study suggest that executives of a health care institution that are informed about the expectations and daily work-related problems of their employees are better able to understand the needs of their employees. Executives should: 1) build up effective relationships between managers and staff; 2) identifynegative working conditionswhich affect staff; 3) appropriately delegate authority to personnel, and hold them accountable for the work done in their organizational units; 4) keep staff informed about changes that will affect them; and 5) express appreciation and recognition for the efforts of staff members in accomplishing the work of the health care organization. In doing this, executives will create a favorable working environment for the hospital staff. The value of the study is that the results can be used as a set of reference levels and indicators for the human resources development component of the quality management system of Pärnu County Hospital