A double-edged sword: The effects of social network ties on job satisfaction in primary care organizations

Abstract

BackgroundSocial ties between health care workers may be an important driver of job satisfaction; however, research on this topic is limited.PurposeWe used social network methods to collect data describing two types of social ties, (a) instrumental ties (i.e., exchange of advice that enables work) and (b) expressive ties (i.e., exchange of social support), and related those ties to workers’ job satisfaction.MethodologyWe surveyed 456 clinicians and staff at 23 primary care practices about their social networks and workplace attitudes. We used multivariable linear regression to estimate the relationship between an individual’s job satisfaction and two network properties: (a) eigenvector centrality (a measure of the importance of an individual in a network) and (b) ego network density (a measure of the cohesiveness of an individual’s network). We examined this relationship for both instrumental and expressive ties.ResultsIndividuals who were more central in the expressive network were less satisfied in their job, b = −0.40 (0.19), p < .05, whereas individuals who had denser instrumental networks were more satisfied in their job, b = 0.49 (0.21), p < .05.ConclusionWorkplace relationships affect worker well-being. Centrality in an expressive network may require greater emotional labor, increasing workers’ risk for job dissatisfaction. On the other hand, a dense instrumental network may promote job satisfaction by strengthening workers’ access to full information, supporting competence and confidence.Practice ImplicationsEfforts to increase job satisfaction should consider both the positive and negative effects of social networks on workers’ sense of well-being.

Job dissatisfaction as a predictor of poor health among middle-aged workers: a 14-wave mixed model analysis in Japan

“…The survey asked the participants to answer the question, "How do you feel about your job in terms of the following: (i) ability utilization, (ii) workplace relationships, and (iii) working conditions?" -all of which have been the key correlates of JD in preceding studies (21)(22)(23)(24)(25)(26), on a five-point scale (1=satisfied, 2=somewhat satisfied, 3=average, 4=somewhat dissatisfied, and 5=dissatisfied). We calculated the sum of these scores (range: 3-15); Cronbach's alpha varied 0.724-0.780 for each wave.…”

“…Lastly, the reverse causation from health outcomes to JD has been largely understudied. Although many studies have investigated the determinants of JD (21)(22)(23)(24)(25)(26), health outcomes have usually been treated as a result rather than a cause of JD.…”

“…We considered three aspects of JD, evaluating it in terms of ability utilization (21,22), workplace relationships (23,24), and working conditions (25,26), all of which are key determinants of JD, and combined them into a single-item measure. Regarding health outcomes, we focused on PD, poor SRH, and health-related resignation (HRR).…”

Being “low on the totem pole”: What makes work worthwhile for medical assistants in an era of primary care transformation

“…Finally, health care managers should also address more directly the working dynamics between MAs and nurses to foster greater recognition and respect. In addition to clear communication on scope-of-practice regulations as an organizational requirement, this can include the assignment of MAs and nurses (and other members of the primary care team) into smaller fixed groups or “pods” within the clinic so that they can develop deeper connections in the workplace (see Gunn et al, 2015; Yuan et al, 2021). We foresee that a neglect of MAs’ work values in the short term will increase turnover and, in the long term, create workforce gaps at a time when MAs are expected to serve as core members of primary care teams that can provide interdisciplinary and high-quality care.…”

Delivering High-Quality Primary Care Requires Work That Is Worthwhile for Medical Assistants

“…19 Collectively, these frameworks reveal that a continuous focus on employee development and the social relationships employees have with others (ie, coworkers and patients) are important for keeping workers engaged. 21,22 What Makes Work Worthwhile for MAs?…”