Managerial Leadership and Staff OTR Job Satisfaction

Brollier, Chestina

doi:10.1177/153944928500500303

Cited by 22 publications

(15 citation statements)

References 13 publications

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“…Direct service respondents also rated organizational supportfor training (Christiansen, 1970) as a disincentive. These work incentives and disincentives for occupational therapists are consistent with those reported by Brollier (1985a).…”

Section: Discussionsupporting

confidence: 87%

“…They concluded that this imbalance may be linked to job dissatisfaction and burnout in occupational therapists. Brollier (1985a) examined the relationship between staff occupational therapists' job satisfaction and their supervisor's leadership style. She found that supervisory style significantly influenced staffsatisfaction, although supervisors were largely unaware of their impact.…”

mentioning

confidence: 99%

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Job Satisfaction of Occupational Therapists: Supervisors and Managers versus Direct Service Staff

Bordieri¹

1988

The Occupational Therapy Journal of Research

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Overalljob satisfaction and the specific work incentives and disincentives that were responsible for job satisfaction or dissatisfaction were surveyed in 489 occupational therapists.Job satisfaction was found to be moderately high, and the respondents rated achievement and interpersonal relationships with co-workers as work incentives. Opportunity for advancement and working conditions, on the other hand, were seen as job disincentives. Ratings on several ofthejob satisfaction factors differed as a function of the respondent's primary work role (t. e., supervision/management vs. direct service).

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Section: Discussionsupporting

confidence: 87%

mentioning

confidence: 99%

Job Satisfaction of Occupational Therapists: Supervisors and Managers versus Direct Service Staff

Bordieri¹

1988

The Occupational Therapy Journal of Research

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“…Respondents reported the most favourable ratings on those job satisfaction factors that reflected general satisfaction with work and communication and co-operation among team members. This is in accordance with Brollier (8), who found that non-managerial occupational therapists were most satisfied with their co-workers and with occupational therapy as a kind of work. The respondents in the present study were also fairly satisfied with the managerial feedback.…”

Section: Job Satisfaction Social Support and Supervisionsupporting

confidence: 91%

Factors Influencing Job Satisfaction Among Swedish Occupational Therapists in Psychiatric Care

Eklund¹,

Hallberg²

2000

Scandinavian Journal of Caring Sciences

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This study examined job satisfaction among occupational therapists in Swedish psychiatric care, and investigated how clinical supervision, organizational aspects and demographic characteristics contributed to job satisfaction. We received 332 returned questionnaires, corresponding to a response rate of 66.9%. Job satisfaction factors that emerged were: general satisfaction with work, communication and co-operation among team members, managerial feedback, the patients' influence on care and the relatives' influence on care. The respondents rated their general satisfaction, co-operation and communication as high. They were least satisfied with the relatives' influence on care. We found few relationships between other factors and job satisfaction, but, for example, satisfaction with the patients' influence on care was higher among occupational therapists working in outpatient care than among those working in hospital wards. Furthermore, having supervision was positively associated with co-operation and communication. This study revealed a fairly satisfactory situation, possibly thanks to social support, advantageous care-planning strategies and supervision. However, managerial staff must be aware that measures need to be taken continuously to counteract detrimental forces. The study pointed to a need for further research that relates occupational therapists' job satisfaction with issues such as support, control and individual need for growth.

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“…164). Negotiation skills are also necessary for occupational therapists to be able to maintain existing departments and to use influence to further departmental growth and staff development to provide the best possible services to clients (Brollier, 1985). Training in assertiveness may also assist occupational therapists to return to the work force after a break (Turner, 1992).…”

Section: Power Dynamics and The Occupational Therapistmentioning

confidence: 99%

Occupational therapists and the concept of power: A review of the literature

Griffin

2001

Aus Occup Therapy J

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The concept of power is discussed in the broader health literature and the occupational therapy literature from three perspectives. These are the trait approaches to professionalization, the medical dominance perspective and the view of health care work places as organizations. The results of the review suggest that the power of the profession of occupational therapy is linked to a number of factors. These include its status as an occupation, the fact that the majority of its members are women and the extent to which therapists have knowledge and skills related to working with other disciplines in a changing political climate. While the review enables the type of knowledge and skills which would assist therapists to develop and exercise their power within the health sector to be suggested, the extent to which therapists actually possess the knowledge and skills is unknown due to a lack of research in the area. , occupational therapy, power, professions. 98) were searched by hand for both discussion and research articles which considered aspects of practice that may relate to the power dynamics in the health care arena. In addition, reference lists of key articles were reviewed, and key articles and authors were searched for in Citation Abstracts. K E Y W O R D S health care teams

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Managerial Leadership and Staff OTR Job Satisfaction

Cited by 22 publications

References 13 publications

Job Satisfaction of Occupational Therapists: Supervisors and Managers versus Direct Service Staff

Job Satisfaction of Occupational Therapists: Supervisors and Managers versus Direct Service Staff

Factors Influencing Job Satisfaction Among Swedish Occupational Therapists in Psychiatric Care

Occupational therapists and the concept of power: A review of the literature

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