Determinants of Job Satisfaction among Healthcare Professionals in Ghana : A Position Paper

Abstract

There is a growing interest in the health professionals’ performance sustenance and work- related attitudes research. This is primarily because health professionals experience on daily basis some undesirable variables like fatigue, `well-being, stress, emotional drain, psychological need frustration and job dissatisfaction which affect performance and its sustenance. Health managers quest to resolve issues of performance sustenance, have resulted in difficulties in their attempt to motivate health professionals to be highly functional and effective to sustain performance. In a lower-middle income country like Ghana, there has not been a lot of success in this regard considering the enormity of psychological challenges and the seemingly disturbing work environment health professionals engage their services in. These continue to affect performance fundamentally because they keep experiencing negative development psychologically. Additionally, it has been documented severally in the extant literature how these negative psychological developments affect the performance of healthcare professionals which unreservedly requires a new dimension in the way work environment is managed. A gap our study intends to address through the incorporation of positive psychological capital which we seek to use in moderating the work related attitudes that has the capacity to address the negativity that has engulfed work environment among healthcare professionals.

The Relationships among Supervisor Support, Affective Commitment, and Altruistic Behavior

“…Moreover, employees' affective commitment to the organization positively affects their work commitment while it negatively affects their intention to quit. According to other empirical studies in the literature, when employees' affective commitment to the organization is stronger, their intention to quit (Alkhateri et al, 2018;Nichols et al, 2016) decreases, but their job performance (Adu et al, 2018) increases. In addition, transformational leadership (Kim, 2014;Lee et al, 2018;Paolucci et al, 2018) and perceived organizational support (Gupta et al, 2016) raise employees' affective commitment to the organization.…”

“…Supervisors actually aim to increase employees' contribution to achieving organizational goals by providing support to them in line with their needs (Taş & Özkara, 2020: 479). According to empirical studies in the literature, when the perception of supervisor (leader) support becomes stronger, the levels of variables of organizational cynicism (Özkara et al, 2019), employees' intention to quit (Alkhateri et al, 2018;Nichols et al, 2016), their turnover (Stinglhamber & Vandenberghe, 2003) and burnout (Uzun, 2018), which harm the organization, decrease, on the other hand, those of trust in supervisor (Akram et al, 2018), quality of leadermember exchange (Özkara et al, 2019), commitment to supervisor (Akram et al, 2018;Stinglhamber & Vandenberghe, 2003), organizational identification (Uzun, 2018), employees' job performance (Adu et al, 2018), their work-life balance (Ferreira, 2015;Profili et al, 2016), voice behavior (Nisar et al, 2020) and work engagement (Sultana et al, 2016), which contribute to the organization, increase. In the literature, there are also some empirical studies examining the relationships between perceived supervisor support and organizational commitment (e.g.…”

“…In the literature, there are also some empirical studies examining the relationships between affective commitment to the organization and perceived supervisor support (e.g. : Adu et al, 2018;Alkhateri et al, 2018;Ece & Gültekin, 2018;Ferreira, 2015;Khalid, 2020;Nichols et al, 2016;Rabbani et al, 2017;Stinglhamber & Vandenberghe, 2003) or altruistic behavior (e.g. : Ghosh et al, 2012;Lee et al, 2018).…”

“…According to empirical studies (e.g. : Adu et al, 2018;Ece & Gültekin, 2018;Ferreira, 2015;Khalid, 2020;Nisar et al, 2020;Rabbani et al, 2017;Stinglhamber & Vandenberghe, 2003) in the literature, there are significant and positive relationships between perceived supervisor support and employees' affective commitment to the organization. Moreover, perceived supervisor support significantly and positively affects employees' affective commitment to the organization (e.g.…”

“…Empirical studies examining the relation between perceived supervisor support and employees' affective commitment to the organization (e.g. : Adu et al, 2018;Alkhateri et al, 2018;Ece & Gültekin, 2018;Ferreira, 2015;Khalid, 2020;Nichols et al, 2016;Nisar et al, 2020;Rabbani et al, 2017;Stinglhamber & Vandenberghe, 2003), and the relations between perceived supervisor support and employees' altruistic behavior or organizational citizenship behaviors (OCBs) (e.g. : Akram et al, 2018;Arshad et al, 2021;Pandey & Chairungruang, 2020;Pasamehmetoglu et al, 2017;Profili et al, 2016;Sultana et al, 2016;Tremblay & Gibson, 2016;Uzun, 2018) were found in the literature.…”