Research Into Job Satisfaction Among Nurses

Research Into Job Satisfaction Among Nurses Nurses in most healthcare facilities have some of the highest levels of direct patient contact of any employees. Nursing force plays an essential role in achieving organizational goals and providing high quality care to the community. Hospitals are important health care and social system where nurses are the cornerstones for their effectiveness and efficiency. Many of the nurses even take on the responsibilities of the medical supervisors or the doctors in command, and this makes them a very important part of the medical system (International Council for Nurses, 200) Devoid of people, organizations can not reach their goals. (Drucker, 1999). High nurse turnover can impact negatively on an organizations capacity to meet patient needs and provide quality care (Gray and Phillips, 1996; Tai et al., 1998; Shields and Ward, 2001). At the nursing unit level, high turnover affects the morale of nurses and the productivity of those who remain to provide care while new staff members are hired and orientated (Cavanagh and Cof ¬Ã‚ n, 1992; Sofer, 1995). Jones (1990a, b) de ¬Ã‚ ned nursing turnover as the process whereby nursing staff leave or transfer within the hospital setting. This de ¬Ã‚ nition Includes intentional and unintentional, as well as internal and external turnovers. Voluntary and involuntary turnovers are not always distinguished in studies because costs are incurred regardless of whether staffs resign or are requested to leave. According to L.J. Hayes et al(2008) turnover is a product of job satisfaction and commitment and can lead to nursing shortage. Nursing shortage and high rates of nurses turnover has become a prevalent global issue (Kingman, 2001). The nursing shortage has a vital effect on healthcare system because of its negative impact on both preventive and curative care. For example, in developing countries, fewer nurses have been available for providing immunizations and prenatal care. Hospitals in many industrialized and developing countries have been forced to close units when nursing staff has not been available (Oulton, 2006,cited in sianze,Malvarez (2008).Shortages can be a symptom of low job satisfaction, poor management and lack of organizational support (Zurn et al., 2005). Shortages are resulting in heavy workload, which is a precursor to job stress, and burnout, which have also been linked to low job satisfaction. Nurses job satisfaction is an elusive concept, which is defined within its extrinsic and intrinsic values (Cowin, 2002 cited in Masroor A.M., Fakir M. J 2010). Job satisfaction is an essential elemen t that has strong effects on patient safety, productivity, and performance, quality of care, retention and turnover (Cavanagh and Cof ¬Ã‚ n, 1992; Blegen, 1993; Irvine and Evans, 1995, Murrells, T., et al, 2007). Job satisfaction refers to overall positive feelings towards a job. It is defined as, Pleasurable or positive emotional state resulting from the appraisal of ones job experiences (Locke, 1976). What in terms of job satisfaction counts the attitude of an employee towards his job? Attitude is a point of view of an individual towards an object. The object may be anything, such as, an organization, a manager, a colleague or a job. What is important about attitude is that: people make decisions based on their attitudes. When employees are satisfied with their job, they tend to stay in their job. On the other hand, people who are not satisfied with their job tend to take a decision of quitting their workplace. Workers with positive attitude are likely to be productive and effective in the organization whereas those with negative attitude have poor performance and ultimately less productive (Abu Ajamieh, A. R, 1996). Satisfied employees tend to be more productive, creative, and committed to their industry, and recent studies have shown a direct relation between staff satisfaction and patient satisfaction in health care organizations (Al-Aameri, 2000). The entire employee wants to be satisfied at their job no matter what activities they are engaged in or have the will to carry out. The significance of job satisfaction arises from the fact that the nurses whom job satisfaction is positive are not only pleased and happy within themselves but also affecting the quantitative and qualitative outcomes of the health organization in a positive way. Quite the opposite, the dissatisfied nurses are not peacefully pleasured resulting in poor performance, increased absenteeism, tardiness, burnout, turnover and qualitative and quantitative negative outcomes for the health care system. Nurses shortage and Job satisfaction should be of primary concerns to the health managers because nurses take the responsibility of many positions in the hospital and their turnover would have great impact on the employers and the patients as well. The shortage of nurses has been well recognized and extended to the long-term care services (Fletcher, 2001; Mark, 2002; Mitchell, 2003) Cited in MH 2008. In response population growth, health care organizations are facing problems in finding and keeping skillful nurses (Gohen Van Nostrand, 1995; Kassner Bertel, 1998). High nurse turnover and vacancy rates are affecting access to health care (Best Thurston, 2004) Cited in MH 2008. Continuously hiring new staff is costly and recurrent turnover influence the morality of nurses and vitiates patient care (Sofie, Belzar, Young, 2003) Cited in MH 2008. The increasing rate of turnover resulted in unfavorable physical and emotional effects on nursing home residents, leading to a greater incide nce of falls, medication errors, fear and anxiety, and feelings of hopelessness (Best Thurston, 2004; Sofie, Belza, Young, 2003). Background and significance: There are five governmental schools of nursing spread overall the United Arab Emirates (UAE). Three of them are called Institutes of Nursing (IONs) governed by the Ministry of Health (MOH). The IONs offer a Diploma degree and cover the Northern Emirates. While the Higher College of Technology and the Institute of Applied Technology which are controlled by the Ministry of Higher Education in both of Abu-Dhabi and Al-Ain graduate nurses holding Bachelors degree of nursing science. The period of study in the IONs is three years. All of the graduates are female Emiratis and expatriates and the number of graduates in the northern emirates is relatively higher that of Abu-Dhabi and Al-Ain cities. Despite all such number of graduates, the UAE like the other countries is in severe shortage of nurses related to high rate of turnover. The UAE is need for 30,000 nurses and midwives, only 23000 are available which means that the shortage is 7000 (Underwood, M, 2010). According to the MOH-secretary of the Nursing and Midwifery Council, low remuneration, low status and limited career development are all factors influencing the shortage. Therefore, the UAE must hire up to 25 to 30 per cent; 7000 nurses to overcome the shortage of nursing staff. Dr. Rifaai (2010), the Head of Federal Nursing Department, referred the shortage of nurses and midwives in the UAE to the perceived low status of the profession. The Emirati nurses account only 4% of the total population (UAE-MOH, cited Underwood, M, 2010) which does not run in parallel with the demographics population of the country. The serious nursing shortage has prompted the MOH-UAE to start a national study to identify the factors that could lead to a better workplace at the governmental hospitals. This study was in response to a previous pilot study funded by the Ministry of Health called Thinking Magnetism which revealed that low wages and Lack of autonomy to make decisions are the primary reason for nurses dissatisfaction (Khaleej Times, 23 November 2009). The outcomes of the study drove the government to start looking carefully after these phenomena particularly when the pilot study, the magnet indicators showed very low scores for ministry hospitals as compared with USA magnet hospitals. The indicators studied: nursing contribution in hospital affairs; nursing foundation of quality of care; ability of nurse manager, leadership; staffing; resources; and nurse-physician relationship. Among the 14 urgent requirements identified, the pilot study recommended: part-time jobs; flexible recruitment; promotion p olicies, and competitive salaries. Involvement in decision-making and encouragement of a healthy nurse-physician relationship was also suggested. Expatriate nurses working in the government hospitals demanded equal treatment with UAE nationals and placements according to qualifications. Suliman, A.B., (2006), stated in his study that staffs perceptions of fairness are largely based on comparison. For instance, employee may compare their payment, working hours, and incentives. If the comparison is positive, they are likely to feel positive toward their organization. Conversely, if the result is negative, they will react negatively toward the system and may challenge and oppose it. Consequently, the employees may intent to quit their job. The finding of this study may help the health care managers and policy makers to develop and institutionalize targeted nurse recruitment and retention strategies by taking into consideration the predictors of nurses dissatisfaction and turnover. The significance of the problem and the absence of related researches and statistical data about the level of nurses satisfaction, and the factors that contribute to turnover give the urge to study these phenomena. Statement of Purpose: The aim of this research is to : Explore the relationship between job dissatisfaction and turnover among registered nurses in the governmental hospitals of UAE. Find relationship between individual/ demographic variables and job satisfaction among the registered nurses in the Governmental hospital in the UAE. Give the nursing managers in the UAE hospitals clear indicators towards improving the nurses job satisfaction, retention and reduction of turnover rates. Research questions: This research is intended to answer the following questions: What is the relation between dissatisfaction factors to turnover? What is the relationship between demographic variables and job satisfaction? Literature Review Theoretical Framework: Job satisfaction is multi-faceted with many definitions and theoretical frames. According to Spector (1997), Job satisfaction is the most important variable that is frequently studied in organizational behavior research. In addition, the fundamental variable in both research and theory of organizational phenomena were ranging from job design to supervision. Moreover, the traditional model of job satisfaction focuses on all the feelings that an individual has about his/her job. Yet, being satisfied or dissatisfied does not rely on the type of the job only but also on the expectations of the individuals from their job. In another definition, Job satisfaction is defined as the degree to which employees enjoy their jobs (McCloskey McCain 1987). Job satisfaction is an enjoyable affecting state resulting from the consideration of ones job (Locke, 1976 cited in Brief, A. P., Weiss, H. M. (2001) cited in Wikipedia), an emotional response to ones job (Cranny, Smith Stone, 1992 cited in Weiss, H. M. (2002) cited in Wikipedia) and an sentiment towards ones job (Brief, 1998 cited in Weiss, H. M. (2002) cited in Wikipedia). Researchers usually relate job satisfaction to motivation. Motivation can be defined as an internal process that activates, guides and maintains behaviour over time (Pintrich 2003; Schunk 2000).There are several theories of motivation .The most important theories are Maslows hierarchy of needs, Hertzbergs dual factor theory, and. Vrooms expectancy theory. Unfortunately, none of these theories have gained adequate support or shown to be valid as job satisfiers. Nevertheless, they are based on satisfying human needs that address motivation. Maslows theory1954: Maslow suggested a hierarchy of needs and links these needs to motivation. Maslow divided human needs into three categories, the deficiency needs (physical and psychological well being) , growth needs(knowing, appreciating, and understanding), and self actualization (ones potential). Maslow pointed out that individuals will not be motivated to the second need until the demands of the first need have been satisfied. Based on Maslows theory, job satisfaction has been approached by some researchers from the perception of need ful ¬Ã‚ llment (Kuhlen, 1963; Worf, 1970; Conrad et al., 1985). The fulfillment of job related needs lead to increase satisfaction as individual moves up in the hierarchy to the highest level. An individual who reaches the self-realization will continue in his job and becomes more efficient and productive, whereas unfulfilled needs will lead to poor performance; less productivity, work related stress and eventually job dissatisfaction which might result in turno ver. Herzberg Motivation-Hygiene theory (1959): Herzberg presented a dual factor theory. He uses the needs satisfaction to explain job satisfaction. He believed that satisfaction and dissatisfaction were separate and unrelated. Intrinsic factors called motivators (i.e. related to the nature and experience of performing work) were found to be job satis ¬Ã‚ ers and included: achievement, recognition, work itself and responsibility and similar to the growth needs of Maslows hierarchy. Extrinsic factors called hygiene factors were found to be job dissatis ¬Ã‚ ers and included: organizational policy, administration, supervision, salary, interpersonal relations and working conditions to the deficiency needs of Maslow. However, the distinction between motivators and hygiene was not supported by many researches (Cronin-1977; Everly and Falcione, 1976; Gangadhraiah, et al.1990; Hutto Davis, 1989; Joiner, Johnson Crokrean, 1981; Koelbel, 1988; Munro, 1983; Simpson, 1985). Cavanagh (1992 cited in Burnard et al., 1999) noted that these theories attempt to specify particular needs that must be met or values that must be attained (p. 705) if an individual is to be satisfied at work. Figure 1: (Maslows and Herzbergs Ideas Compared, cited in Tiffany Jordan, undated) Vrooms Expectancy Theory of Motivation (1964): Vroom predicts that effort lead to increased performance (Expectancy), and performance lead to valued rewards (Instrumentality) and then these values are placed on outcomes (Valence), all three are required for positive motivation. If either of these factors were absent, performance will be altered to zero (Suliman, 2001). However several researches have supported the principles of the theory (Campbell Pritchard, 1976, Hollenback, 1979, Mitchell, 1974). However, questions remain to which extent an employee can increase his/her efforts about the corresponding organizational structure and decision making processes needed to fulfill the expectations of workers. (Expectancy Theory of Motivation (Undated), cited in Arrod, http://www.arrod.co.uk/archive/concept_vroom.php) Definitions of Job Satisfaction based on the theories: Job satisfaction is the affective orientation that an employee has towards his or her work (Price, 2001). Specter (1997) summarized the following facets of job satisfaction: appreciation, communication, co-workers, fringe bene ¬Ã‚ ts, job conditions, nature of the work itself, the nature of the organization itself, an organizations policies and procedures, pay, personal growth, promotion opportunities, recognition, security and supervision. Dentitions Related Theory The individual matching of personal needs to the perceived potential of the occupation for satisfying those needs (Kuhlen, 1963) Maslows human needs theory (Maslow, 1954 Need ful ¬Ã‚ llment, that is, whether or not the job met the employees physical and psychological needs for the things within the work situation (Worf, 1970) A match between what individuals perceive they need and what rewards they perceive they receive from their jobs (Conrad et al., 1985) A function of satisfaction with the different elements of the job (Herzberg 1959) Herzberg motivation-hygiene theory (Herzberg, 1959) All the feelings that an individual has about his job (Gruneberg, 1976) Focus on cognitive process (Spector, 1997) The affective orientation that an employee has towards his or her work (Price, 2001) (Table 1, Dentitions of job satisfaction, Hong Lu, While, A., Barriball, K.,(2004) C. Previous Research Review: C. Previous Research Review: Locke (1976) defined job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. That is, it is the discrepancy between what an employee values and what the situation provides. Job satisfaction is a complex phenomenon. The current global shortage of nurses places of interest the importance of understanding the effect and interrelationships of the factors that contribute to nurses dissatisfaction and consequently turnover so that healthcare organizations may implement strategies that help to retain nurses. Sources of nurses job satisfaction: Satisfaction has been found to be related to performance within the work environment (Landeweerd and Boumans, 1988, cited in Burnard et al., 1999), so it is not amazing that the notion of job satisfaction has gained much attention. Researchers have attempted to identify the different variables of job satisfaction, measure the significance of each variable and examine what effect these variables have on the productivity of the employee (Burnard et al., 1999). A variety of quantitative and qualititative studies have been done on the sources of job satisfaction among nurses and here are the most important findings: Aiken et al. (2001) found in his global study in a sample of 43,329 nurses working in adult acute hospitals that job dissatisfaction among nurses was highest in the United States (41%) followed by Scotland (38%), England (36%), Canada (33%) and Germany (17%). One third of nurses in England and Scotland and more than one  ¬Ã‚ fth in the United States have intent to quit their job within 12 months of data collection. More striking, however, was that 27-54% of nurses less than 30 years of age intended to quit within 12 months of data collection in all countries. Opportunities for the development were the reason behind the satisfaction of the nurses in Germany (61%) while salary was the satisfier for the nurses in USA (57%) and Canada (69%). Similarly, Adamson et al. (1995) found that British nurses were more dissatis ¬Ã‚ ed than Australian nurses. He pointed that the poor insight of professional status, insufficient relationship with hospital management system and improper working environment, were found in British more than Australian nurses. Professional organization and work design, con ¬Ã¢â‚¬Å¡ict between the newly gained experience during training and the available one. Furthermore, lack of communication between nurses and physicians, feeling of being not respected by other related health professionals, hospital managers and physicians were a concern to the British nurses. Nevertheless, the perception of autonomy by the Australian and British nurses was nearly the same. Eventually Tovey and Adams (1999) came up with the main sources of nurses dissatisfaction: working interactions, mainly those with administration, shortage of staff, professional concerns about poor standards of care and external work pressure. Nolan et al. (1998) found that level of job satisfaction had remained stable. They further found in a sample of 518 nurses that 35% of nurses reported reduction in their level of satisfaction and 69% drop in their morality. Price (2002), using the satisfaction scale of Mueller and McCloskeys (1990a, b) in a sample of 141 nurses found that (58%) were generally satis ¬Ã‚ ed with their job. Highest satisfaction was related to co-workers and extrinsic rewards and most dissatisfaction was with the amount of control and responsibility they had and with professional opportunities. Nurses were most satis ¬Ã‚ ed with annual leave, nursing peers and hours worked (79%, 78% and 76% of respondents) and dissatisfied with compensation for working weeke nds and control over work conditions and childcare facilities (55%, 55% and 46% of respondents. Using the same scale, Wang (2002) found that Chinese nurses were mostly dissatis ¬Ã‚ ed with pay and job promotion. Finally, nurses job satisfaction is very essential to organizations as levels of job satisfaction would globally impact the nursing workforce. Sources of job satisfaction are relatively similar, e.g., physical working setting, relations with fellow workers and managers, salary, promotion, job security, responsibility, the recognition from managers and working hours. Effects of job satisfaction of nurses on absenteeism, burnout, turnover and intention to quit: Researchers have generally found that satisfied employees are more productive and committed to their jobs, whereas dissatisfied ones experience absenteeism, grievances and turnover (Smith 1996, cited in Alamri, 2001).Matrunola, (1996) did not find any significant relationship between job satisfaction and abscentism in a small sample of 34 nurses which makes its generalization difficult. Borda and Norman (1997) noted a signi ¬Ã‚ cant positive relationship between job satisfaction and intent to stay and negative relationships between job satisfaction and frequency of 1 day absence and short-term absence. Sius (2002) indicates that job satisfaction was an important predictor of abscentism. Job dissatisfaction is consistently linked to high levels of stress, burn-out or mental and physical exhaustion (Blegen et al. 1993, Adams Bond 2000, Aiken et al. 2002). Keel (1993) cited in Tzeng 2002), indicated that burnout affects mainly nurses, physicians, social workers and teachers. Burnout seems to be caused by stressful working conditions, disproportional-high efforts (time, emotional involvement, and empathy) and dissatisfaction with jobs. For the goals of lowering professional stress and improved satisfaction, social support and improved team cooperation could protect nurses against burnout. There is a vast body of the literature linking job satisfaction in nursing and turnover. Job dissatisfaction has been frequently identi ¬Ã‚ ed as the reason why nurses leave their jobs (Lum et al., 1998; Tzeng, 2002). Tzeng (2002) has also noted that factors such as indirect working environment (hospitals policies, bene ¬Ã‚ ts, leisure activities, housing, parking, and vacation policy), salary and promotion as very important but strongly dissatisfying and indicated that job satisfaction is a predictor of turnover. A study conducted in the United States revealed that dissatisfied nurses were 65% more likely to have intent to quit compared to their satisfied colleagues (Shields Ward, 2001 cited in Masroor A.M., Fakir M. J., 2010). Gray and Philips (1994) Examined turnover rates and relationship to age and length of service in 342,000 employees from nine staff groups in National Health Service (NHS) and explored that annual turnover rate among all NHS staff 13.6%; higher turnover among full-time than part-time; turnover declines with age, are high in  ¬Ã‚ rst year of service, remains high in second year before declining. Leveck and Jones (1996) indicated that experience on unit and professional job satisfaction were predictors of staff nurse retention; job stress and clinical service were predictors of quality of care. The variable contributing the most was management style. While Davidson et al (1997) in a sample of 736 hospital nurses cited that intent to leave predicted by perception of little promotion, high routinization, low decision latitude and poor communication. Lum et al (1998) found among 361 RNs in neonatal and pediatric Intensive Care Unit that Job satisfaction has indirect and organizational c ommitment has direct effect on intent to quit. Boyle et al (1999) recognized that managers position power and in ¬Ã¢â‚¬Å¡uence over work coordination had direct link to intent to stay. Instrumental communication, autonomy, and group cohesion decreased job stress and thus increased job satisfaction. Job satisfaction was directly linked with intent to stay. Furthermore, Hemingway and smith (1999) discovered that high work pressure was predictive of greater role con ¬Ã¢â‚¬Å¡ict and role ambiguity, and of more stress from heavy workload. In addition, poor supervisor support was signi ¬Ã‚ cantly related to greater stress from heavy workload, and lack of autonomy was related to higher role ambiguity. Larabee et al (2003) proposed that major predictor of intent to leave was job dissatisfaction, and the major predictor of job satisfaction was psychological empowerment. Predictors of psychological empowerment were hardiness, transformational leadership style, nurse/ physician collabor ation, and group cohesion. Strachota et al (2003)identified the following reasons: hours worked; better job opportunity; family; poor pay and bene ¬Ã‚ ts; poor staffing; unsupportive management; unacceptable work environment; work stress; no opportunity for advancement. Duffield et al (2004) added the following causes: leaving related to work aspects, structural aspects, professional issues, team support, salary and prestige, employer care, and legal concerns. Turnover has many consequences such as mean cost per RN turnover was $10,198, ranging from $6,886 to $15,152(Jones, 1990b, Waldman et al, 2004)), poor patient satisfaction, risk of infection increased almost 30% and the risk of hospitalization increased more than 80% (Zimmerman et al, 2002). Leiter et al. (1998)cited in Tzeng,2002) concluded that patients, who stayed on wards where nursing staff felt more exhausted or more frequently expressed their intention to quit, were less satis ¬Ã‚ ed with their medical care. This study con ¬Ã‚ rmed the importance of understanding nurses job satisfaction and intention to quit as both concepts, which would contribute to patient outcomes. Moreover, both nurses job satisfaction and patient satisfaction have been identi ¬Ã‚ ed in the Nursing Report Card for Acute Care (American Nurses Association, 1995) as two of the important nursing quality outcome indicators. Lee et al.s (2003) showed that the most common reasons for nurses turnover were work overload, rotating shifts and con ¬Ã¢â‚¬Å¡ict in interpersonal relationships. A total of 24%, 15% and 35% of variance regarding depersonalization, emotional exhaustion and personal accomplishment, respectively, was explained by the individual characteristics, job stress and personal resources were explained by the predictor variables. Turning to, Cavanagh (1990) indicated that job satisfaction was the determining factor of turnover which could be predicted by kinship responsibility, promotion, pay and influential communication skills. Wu et al (2000), found a positive and significant relation between the job stress and intention to quit. This was also confirmed in Yin and Yangs (2002) meta-analysis who revealed that the strongest factors for nurse turnover were job satisfaction, autonomy, advancement opportunity, job stress, pay, group cohesion, marital status and educational level. To sum up, researches from various countries indicate that job satisfaction is a signi ¬Ã‚ cant predictor of nursing absenteeism, burnout, turnover and intention to quit the organization and nursing profession. Related factors to job satisfaction of nurses Blegens (1993) meta-analysis found a strong connection between job satisfaction, stress and organizational commitment. Seven variables had strong correlations: communication with supervisor, autonomy, recognition, routinization, communication with peers, fairness and locus of control; and four variables had very weak correlations: age, years of experience, education and professionalism. A causal model of job satisfaction has been tested in the studies of Chu et al.s (2003) among 308 Taiwanese nurses and Seo et al.s (2004) among 353 South Korean nurses, respectively. In this model 11 independent variables included: job involvement, positive affectivity, negative affectivity, autonomy, distributive justice, procedural justice, job stress (role ambiguity, role con ¬Ã¢â‚¬Å¡ict, and workload and resource inadequacy, pay, promotional chances, routinization and social support .Moreover, four of twelve structural variables (workload, supervisory support, routinization, and pay) were found to have signi ¬Ã‚ cant net effects on satisfaction. Chu et al. (2003) found that six variables had significant impact on job satisfaction: routinization, positive affectivity, involvement, negative affectivity, role ambiguity, supervisor support which explain 45% of the variance in satisfaction. Whereas Seo et al. (2004) found seven variables had statistically signi ¬Ã‚ cant effects on job satisfaction: positive affectivity, supervisory support, pay, routinization, negative affectivity, workload and job opportunity and he found reasonable fit between the casual model and data; all the variables explained 53% of the variance. Interestingly, Packard and Motowidlo (1987) correlated job satisfaction with depression, hostility, subjective stress, frequency of stressful events, intensity of stressful events and anxiety. Knoop (1995) indicated that organizational commitment is positively related to job satisfaction among nurses, satisfaction with work, promotion opportunity, supervision, co-workers and pay among Canadian nurses. Organizational commitment refers to identi ¬Ã‚ cation with and loyalty to the organization and its goals (Blau and Boal, 1987) which Mowday et al. (1979). Commitment is characterized by three factors: a strong belief in and an acceptance of the organizations goals and values; a willingness to exert considerable effort on behalf of the organization; and a strong desire to maintain membership in the organization (Blegen, 1993; Al-Aameri, 2000). Fang, (2001) agreed with the studies of (Blegen, 1993; Al-Aameri, 2000) and cited that job satisfaction was significantly and positively relate d to organizational commitment, professional commitment, and negatively related to job stress. Organizational commitment has an incremental effect on a professionals intention to leave the organization (Blau and Lunz, 1998). Enhancing professional commitment in nursing has the potential to produce bene ¬Ã‚ ts for both the individual and their organization (Cohen, 1998; Cohen, 1999). Furthermore, professional commitment is positively related to the job satisfaction of nurses (Lu et al., 2000; Jones, 2000).Lu et al., (2002) indicates that professional commitment is more effective in predicting intention to leave the nursing profession than intention to leave the organization at 9.2 %. Lu et al., (2002) added that Job satisfaction was more effective in predicting intent to leave the organization than intention to leave the nursing profession at 8 %. Moreover, role con ¬Ã¢â‚¬Å¡ict and ambiguity are signi ¬Ã‚ cantly related to job stress, organizational commitment, job satisfacti on and intentions to leave the nursing profession (Rosse and Rosse, 1981).Dailey (1990) found that most signi ¬Ã‚ cant predictor of intention to quit was experienced job induced stress symptoms. However, Mitchells (1994) in United State study found that there was not a signi ¬Ã‚ cant linear association between a nurses job satisfaction and the correlation between work role values and actual work roles. Yet, the  ¬Ã‚ nding that workload has the second largest impact emphasizes the relative importance of job stress in determining levels of nurses job satisfaction. This  ¬Ã‚ nding is consistent with the results obtained in other empirical studies which have shown that the job stress variables have negative impacts on job satisfaction (Mathieu, 1990, 1991

Employee Engagement

Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage.An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that th e airline value is a product of meeting the employee’s needs on a satisfactory level.Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question a s to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover.By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein & Hughes, 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell).According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in ret aining and attracting employees at Southwest Airlines.This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position.Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie i s worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value.Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants.Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could n ot retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly).This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization.Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding i s the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles & Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controversy (Hallowell).The third variable researched in the Southwest Airline case study, is the organization’s capabilities to creat e value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hall owell).The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Human Resource Management , 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Switzler, A. , (2008).Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest CEO risks Employee Engagement Effectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A company’s level of employee engagement is a reflection of its core values; while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airline’s organizational capabilities and employee needs are linked to competitive advantage.An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an Integrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008; Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organization’s culture as one with committed workers who strive o maintain the company’s reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airline’s competitive advantage. Hallowell attributes the highly acclaimed airline’s success to the high value place on its employees. Hallowell’s 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that th e airline value is a product of meeting the employee’s needs on a satisfactory level.Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwest’s competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter’ (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowell’s study revealed that employees are motivation from the employer’s encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwest’s strategy for having one of the most successful airline stocks. This raises the question a s to how employee engagement plays a part in stimulating shareholder’s commitment of investing in Southwest stock. The Southwest Airline’s organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the company’s high degree of productivity and low turnover.By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airline’s Chief Executive Officer Kelly has had to make recent cuts; affecting the company’s historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein & Hughes, 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran); â€Å"The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth† (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwest’s competitive advantage (Hallowell).According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally; using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in ret aining and attracting employees at Southwest Airlines.This strategy provides recognition for worker’s unique qualities and individualized appreciation. Southwest’s employee recognition programs contributes to the high moral maintained in the organization’s culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the company’s competitive position.Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person feeling better about purchasing a piece of pie for six dollars, when they feel the pie i s worth eight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value.Hallowell’s (1996) study makes another important point regarding employee engagement’s correlation with Southwest’s competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such; these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants.Each customer’s experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could n ot retrieve the glasses without missing her flight; the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwest’s Star of the Month (Kelly).This strategy demonstrated the importance of employee engagement and Southwest’s ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996); the author recognized the airline’s interviewing techniques as a strong point in the company’s overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization.Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding i s the process by which workers internalize the Southwest Airline brand and project its healthy aspects to the public (Miles & Mangold). The authors provide further support of Hallowell’s (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that â€Å"LUV† and â€Å"FUN† ideology is embedded into their employees by permitting them to dress up on Halloween; have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airline’s Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up â€Å"it is not Easter† controversy (Hallowell).The third variable researched in the Southwest Airline case study, is the organization’s capabilities to creat e value. Hallowell’s (1996) study indicated Southwest has established processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce â€Å"superior quantity and quality of effort† from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organization’s culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwest’s organizational culture of helping one another (Hall owell).The appreciation for human capital is evident in reviewing Hallowell’s Northwest Airline case study, along with a comprehensive literature review via the internet and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowell’s research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines: A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Human Resource Management , 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http://www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and game theory: What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http://levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http://www. auburn. edu/~johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Switzler, A. , (2008).Influencer: The power to change anything. New York, NY: McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest CEO risks

Throughout the play Romeo and Juliet, one of the main...

Throughout the play Romeo and Juliet, one of the main protagonists, Juliet, is forced to deal with a great amount of conflict, whether it is external conflict or internal. Juliet has conflict with many people excluding herself, such as with her father and mother, with the Nurse†¦ Equally, she is conflicted on the inside on many occasions. Juliet’s internal conflicts are evident throughout the play, especially when she says â€Å"My only love sprung from my only hate! Too early seen unknown, and known too late! Prodigious birth of love it is to me, that I must love a loathed enemy†. This quote comes from the very first act, right after she had met and kissed Romeo at the Capulet banquet. She had fallen in love with him, and had asked the Nurse†¦show more content†¦She is telling Romeo to disown his father and change his name, or else swear that he loves her, and she would separate from the house of the Capulets. This conflict is external since it affects no t only Juliet, but also Romeo, and both of their families, and the fact that Romeo has a similar conflict, it is not solely inside of Juliet’s head. Juliet faces another internal conflict in the penultimate act. As Juliet pronounces that â€Å"God knows when we shall meet again. I have a faint cold fear thrills through my veins that almost freezes up the heat of life. Ill call them back again to comfort me†¦ My dismal scene I needs must act alone† she is about to take the potion that Friar Lawrence gave her but is unsure whether or not to confide in someone. The potion in question is a sleeping potion, which would give the illusion that the drinker is dead, which Friar Lawrence recommended to Juliet. The plan was for her to act dead, for her family to put her in their crypt, then when she were to wake up, for Romeo to come get her and they would live happily ever after. Juliet is conflicted internally as shown by this quote because of the the fact that she is havi ng some second thoughts about drinking the potion. She is considering perhaps confiding in the Nurse or even her mother, to warn them that she is not dead. Juliet then realizes that absolutely no one, save forShow MoreRelatedCharacter Analysis Of Romeo And Juliet1332 Words   |  6 PagesThe play Romeo and Juliet is about two people who are in love with each other but can’t be together because there is a feud going on between their parents. They go against their parents and get married but then Romeo is banished from Mantua for killing Juliet’s cousin Tybalt. When Juliet was forced to marry someone else by her father, she came up with a plan for her and Romeo to be together. She fakes her own death with a potion that makes her go into a death like state and her family takes her toRead MoreRomeo And Juliet Film Trailer Analysis1803 Words   |  8 PagesFilm Trailer Analysis After completing William Shakespeare’s play, Romeo and Juliet my group and I were created a film trailer meant to reflect our interpretation of lack of love and fate in the text. Each member of the group took on specific responsibilities to add more depth and meaning to the trailer. One task I took on was acting as the Nurse and Tybalt throughout the production. My body language as well as how I delivered certain lines were used in order to convey certain emotions from theRead MoreA Streetcar Named Desire And Hamlet Essay1761 Words   |  8 Pages(Shakespeare 1.2.62-63). The play â€Å"Hamlet† by Shakespeare and one of Tennessee Williams famous book called â€Å"A Streetcar Named Desire† are very similar. Both of these works go along perfectly with W.E.B. Du Bois’s short story â€Å"The Comet.† In â€Å"Hamlet† and â€Å"A Streetcar Named Desire† these plays contain a tragic genre, characterization in main characters, and relation ships between the characters and these works relate a lot to â€Å"The Comet.† Tragedy is a common genre in many plays especially in ShakespeareRead MoreThe power to change feelings Essay3615 Words   |  15 Pagesthat although complex was given definition by Aristotle in his Poetics. In drama, specifically, â€Å". . . a tragedy is a play, in verse or prose, that recounts an important and casually related series of events in the life of a person of significance, such events culminating in an unhappy catastrophe, the whole treated with great dignity and seriousness† (Handbook 505). Sophocles’ play Oedipus Rex serves as the best example of this genre with its defining components aimed to arouse both pity and fear

The Importance Of A Well Built Career Plan - 1818 Words

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