Factors affecting job satisfaction in long‐term care unit managers, directors of care and facility administrators: A secondary analysis

Abstract

Aim To identify demographic‐, individual‐ and organisational‐level predictors of job satisfaction among managers in residential long‐term care (LTC) facilities. Background Job satisfaction predicts turnover among managers in LTC settings. However, factors affecting job satisfaction among LTC facility managers remain poorly understood. Methods A secondary analysis of data from Phase 2 of the Translating Research in Elder Care programme including 168 managers (unit managers, directors of care and facility administrators) from 76 residential LTC homes in three Canadian provinces. Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale was used to measure job satisfaction. Predictors of job satisfaction determined using general estimating equations. Results The efficacy subscale of burnout was positively predicted job satisfaction at the individual level (B = .104, p = .046). At the organisational level, social capital (B = .224, p = .018), adequate orientation (B = .166, p = .015) and leadership (B = .155, p = .018) were associated with higher job satisfaction. Conclusions These data suggest that improving LTC managers’ self‐perceived efficacy, leadership, social capital and adequate orientation may enhance their job satisfaction. Implications for Nursing Management Predictors of managers’ job satisfaction are modifiable and therefore may be amenable to intervention.

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

“…After a number of routine, weekly consensus meetings, the reviewers counted the number of times that a facilitator theme occurred in each article and consolidated the frequency and article references in an affinity matrix for further analysis in [25,35,37,38,43,48,57,72,73]. Initial orientation and training [22,38,58,64,68,74] and patient-centered philosophy [22,28,48,73,75] both occurred 9 times (5.56%) respectively. Enjoyment of relationships with patients occurred 7 times (4.32%) [25,39,41,48,72,76], non-profit ownership occurred 4 times (2.47%) [53,55,63], and organizational systems and processes occurred once (0.62%) [22].…”

“…Lack of self-care as exhibited by the associates occurred 9 times (9.18%) 30,33,33,46,47,54,59]. Lack of training with medically complex patients (8.16%) [22,24,25,65,75,79] and prohibitive environmental characteristics [22,33,54,68] each occurred 8 times (8.16%). Lack of leadership training [22,24,28,29,31] and business aspects interfering with care [80] occurred 7 times respectively (7.14%).…”

“…Lack of training with medically complex patients (8.16%) [22,24,25,65,75,79] and prohibitive environmental characteristics [22,33,54,68] each occurred 8 times (8.16%). Lack of leadership training [22,24,28,29,31] and business aspects interfering with care [80] occurred 7 times respectively (7.14%). High coworker conflicts occurred 6 times (6.12%) [34,35,46,47,78].…”

“…Negative perceptions about coaching [31,35,39,72] and Stress [27,30,67] both occurred 5 times (5.10%). Lack of access to management [22,35,41,47] occurred 4 times (4.08%). Poor compensation and benefits [38,39] occurred 3 times (3.06%).…”

“…Poor compensation and benefits [38,39] occurred 3 times (3.06%). Lack of peer support [22,48] and patient morbidity [50,59] occurred 2 times (2.04%). Limited communication opportunities with leadership and team members [22], language barriers [58], non-profit ownership [77], and patient complexity [32] all appeared once (1.02%).…”