Leveraging a Synergy in Motivation to Effect Job Satisfaction of Healthcare Professionals in Public Blood Bank Units: A Cross-Sectional Study

Abstract

Background Superior patient care requires a team of medical professionals who are motivated and satisfied with their jobs. However, in an occupational setting characterized by prolonged work hours and excessive stress, managers face increased challenges in their attempts to motivate employees and sustain high levels of job satisfaction. Aim This study investigates whether, and to what extent, extrinsic and intrinsic motivation might predict job satisfaction. It also examines how specific categorical variables moderate these correlations. Design The present study offers an empirical investigation of a path model that establishes a relationship between motivation and job satisfaction in healthcare professionals in public blood bank units. A PLS SEM was conducted on a sample of 218 individuals employed in public blood bank units in the Republic of Serbia. Results The findings provide valuable insights into the causal relationship among observed variables under different sample characteristics, such as gender, age, job position, and employment status. The findings also indicate that extrinsic motivation is a significant predictor of intrinsic motivation (ß=0.742, t=18.933, p<0.001) and job satisfaction (ß=0.211, t=2.035, p<0.05). Simultaneously, intrinsic motivation acts as a mediator within this correlation (ß=0.186, t=2.688, p<0.05). The results of the multigroup analysis reveal that categorical variables such as gender, age, job position, and employment status have a moderating effect on certain previously established relationships. Conclusion Increasing job satisfaction among healthcare professionals requires a balanced motivational complex encompassing both extrinsic and intrinsic motivators. Customized motivational tactics should be employed for certain cohorts of healthcare staff, considering their gender, age, job position, and employment status. Our findings expand the body of knowledge concerning the mechanisms underlying the relationship between motivation and job satisfaction in the healthcare industry. Additionally, the results offer relevant practical implications for healthcare managers in designing effective motivational and job satisfaction strategies.

Concern or Opportunity: Implementation of the TBL Criterion in the Healthcare System

“…The research model includes the social dimension, which in earlier studies was often neglected and not included in any consideration [46]. Healthcare organizations face several challenges [18], especially in the area of motivation [74], as well as attracting, recruiting, and selecting employees, with a distinct deficit in most countries. This further indicates the importance of the social dimension for the sustainability of healthcare organizations, which comprises very significant aspects related to people in the organization [49].…”

What Drives Paramedics to Serve in Rural and Remote Communities?

“…In both male and female groups, extrinsic motivation significantly influences intrinsic motivation, but this influence is slightly stronger in men. Moreover, intrinsic motivation significantly affects job satisfaction in men but not in women [ 28 ]. In addition, another study revealed that there was a stronger positive correlation between professional opportunities and motivation among younger employees compared to their older counterparts.…”

“…Contrary to our findings, other studies revealed relationships among variables across various sample characteristics like gender, age, job position, and employment status. Extrinsic motivation predicts higher intrinsic motivation and job satisfaction, with intrinsic motivation mediating this relationship, along with factors such as gender, age, job position, and employment status [ 28 ]. This could be thought to be related to workers’ work–life experiences and how cultural norms, heightened expectations in particular institutional settings, and government support for the work–life balance affect the nature of the work interface [ 34 ].…”