The role of supervisor emotional support on individual job satisfaction: A multilevel analysis

Pohl, Sabine; Galletta, Maura

doi:10.1016/j.apnr.2016.10.004

Cited by 78 publications

(80 citation statements)

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“…Sebagai contoh, jika seorang karyawan memiliki kepribadian tidak menyukai berhadapan dengan orang banyak namun diberikan jabatan pada public relation dan bertanggungjawab untuk berhubungan dengan banyak orang maka karyawan tersebut akan merasa tidak puas dengan pekerjhaannya saat ini. Contoh lainnya adalah jika seseorang tidak suka dengan pekerjaan yang berhubungan dengan angka ditempatkan pada bagian anggaran atau perencanaan keuangan, tentu saja hal itu dapat menyebabkan ketidakpuasan kerja karyawan (Ruvendi, 2005).…”

Section: Kondisi Pekerjaan Saat Iniunclassified

“…Beberapa indikator kepuasan atau ketidakpuasan menurut Ruvendi (2005) antara lain : a) Jumlah kehadiran dan kemangkiran pegawai di suatu organisasi; b) Perasaan senang atau tidak senang dalam upaya melaksanakan/ menyelesaikan pekerjaan; c) Perasaan adil atau tidak adil dalam menerima imbalan; d) Suka atau tidak suka dengan jabatan yang dipangku saat ini; e) Menolak pekerjaan atau menerima dengan penuh tanggung jawab; f) Tingkat motivasi karyawan yang terlihat perilaku upaya menyelesaikan pekerjaan; g) Reaksi positif atau negatif terhadap kebijakan organisasi; h) Unjuk rasa atau perilaku destruktif lainnya.…”

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Penilaian Kepuasan Karyawan Pada Sistem Pengelolaan Organisasi Di Rsud Dr. Soetomo Surabaya

Deharja¹,

Rochmah²

2018

JAKI

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Background: Assessment of employee’s job satisfaction in an organization management system was conducted periodically by Dr. Soetemo Hospital. The data can be an archive of organizational value, supervision reinforcement, and effective communication for the manager. The measurement of employees’ job satisfactionwas performed through Job Description Index (JDI).Aim: The aim of the research was to measure job satisfaction level of the employee at Dr. Soetomo Hospital.Method: The population of this study was 4347 employees at Dr. Soetomo Hospital, but only 413 were taken as the samples. The sample was calculated by Slovin formula. This sample size was taken based on proportional number of profession and department at Dr. Soetomo Hospital.Results: Most of the employees gave good assessment on Job Description Index (JDI) indicators among others which include job in general (78.9%), pay (59.1%), opportunities for promotion (67.3%), supervision (74.6%), people in present job (73.6%) and work in Present Job (72.9%). If JDI indicators are valued as employees’ job satisfaction, it can be said that most of employees felt satisfied about the organization’s management system at Dr. Soetomo Hospital, Surabaya (80,6%). However, there were still 12.3% of employees feeling unsatisfied about the organization’s management system at Dr. Soetomo Surabaya Hospital.Conclusion: Overall, many staffs mentioned that their income and compensation were respectively bad and very bad. The study provides implications for increasing opportunities of staff’s salary and career path such as promotions.Keywords: employee’s job satisfaction, hospital, Job Description Index

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Section: Kondisi Pekerjaan Saat Iniunclassified

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Penilaian Kepuasan Karyawan Pada Sistem Pengelolaan Organisasi Di Rsud Dr. Soetomo Surabaya

Deharja¹,

Rochmah²

2018

JAKI

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“…[2] Good interpersonal relationships with immediate supervisors are associated with higher employee job satisfaction and lower turnover. [2,[15][16][17][18][19] Similarly, positive supervisor-nurse relationships significantly contributed to nurses' commitment to the hospital, which is why immediate supervisors play a major role in nursing turnover at US hospitals. [16,20] Interestingly, good interpersonal relationships with immediate supervisors in assisted living facilities were more important for employees than other organizational characteristics such as training, promotional opportunities, benefits, and compensation, among others.…”

Section: Introductionmentioning

confidence: 99%

“…[12] Immediate supervisor support is crucial for a successful implementation of a rapid organizational change. [21] Current research indicates that supportive supervision results in higher employee job satisfaction and commitment to health care organizations [2,4,16,17,[22][23][24] Supportive supervision is associated with higher organizational involvement of nurses and lower professional burnout. [17,18,25] Working night shifts detracts from employee satisfaction and effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Employee job satisfaction at Florida for-profit and not-for-profit hospitals

Platonova

Venkitasubramanian

Thompson

2020

JHA

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High quality health care requires competent, motivated, and satisfied health care employees. This research examines whether employee job satisfaction differs at for-profit (FP) and not-for-profit (NFP) hospitals and how other organizational characteristics mediate this relationship. In this cross-sectional study, Press Ganey Employee Partnership Survey data from 35 Florida hospitals were used to understand the relationship between hospital ownership (primary independent variable) and employee job satisfaction (outcome). A flexible structural equation model was used to examine the relationship. The sample included 32,892 valid responses (approximately 23% from FP hospitals). Employees in FP hospitals were found to less satisfied with their jobs than their NFP counterparts. This trend was strongly associated with an inverse relationship between job satisfaction and assessment of immediate supervisors. The resulting job satisfaction model had an R2 of 0.524, indicating good fit. Further analyses revealed a positive association between perceived staffing levels and supervisor satisfaction, suggesting that the relative leanness of FP institutions might explain the observed difference in supervisor satisfaction. Employee job satisfaction is a complex multifaceted construct. Four main organizational factors affect employee job satisfaction: the organization’s ownership type (FP or NFP), employee relationships with supervisors, work schedule, and length of employment. Leaders need to provide front line supervisors with adequate resources and support. Training immediate supervisors how to approach and be supportive of their workers provides an immediate solution toward increasing employee job satisfaction.

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“…Work engagement was usually found to be negatively associated with health problems; for example, the studies of Hakanen et al Work engagement has been shown to impact workers' personal outcomes, such as job satisfaction [24]. Nurses with high levels of work engagement showed high levels of job satisfaction in Belgian hospitals [25]. A study among employees of a petrochemical enterprise in China suggested that interventions for improving job satisfaction may be enhanced by improving work engagement [26].…”

Section: Introductionmentioning

confidence: 99%

Effects of effort-reward imbalance, job satisfaction, and work engagement on self-rated health among healthcare workers

Liu

et al. 2020

Preprint

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Background: Healthcare workers, whose job is to protect and improve the health of populations, are critical to the success of health systems and to achieving national and global health goals. To respond effectively to the health needs of populations, healthcare workers themselves must be in a perfect state of health. However, healthcare workers face various psychosocial pressures, including night shifts, long working hours, demands of patient care, medical disputes, workplace violence, and emotional distress due to poor interactions with patients and colleagues and poor promotion prospects. Constant exposure to these psychosocial hazards adversely impacts healthcare workers’ health. This study aimed to examine the influence of effort-reward imbalance, job satisfaction, and work engagement on self-rated health among healthcare workers, which is conducive to providing policy guidance from several aspects as possible as to improve healthcare workers’ health. Methods : The Chinese Sixth National Health and Services Survey in Sichuan Province was conducted from August 2018 to October 2018, and we analysed 1327 valid responses. We used structural equation modelling (SEM) to test the hypothesized relationship among the variables. Results: Only 40.1% of healthcare workers rated their health as ‘relatively good’ or ‘good’. Effort-reward imbalance had a significant negative correlation with self-rated health (β=-0.053, 95%CI: (-0.163) -(-0.001)). The relationships of effort-reward imbalance and work engagement with self-rated health were both mediated by job satisfaction (95%CI: (-0.150) -(-0.050), (0.011) -(0.022)). Work engagement mediated the relationship between effort-reward imbalance and self-rated health (95%CI: (-0.064) -(-0.008)). Conclusion: In order to improve the health of healthcare workers, administrators should balance effort and reward and provide opportunities for career development and training for healthcare workers. In addition, health managers should help healthcare workers realize the significance and value of work and help keep them actively devoted to their work through incentive mechanisms.

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The role of supervisor emotional support on individual job satisfaction: A multilevel analysis

Cited by 78 publications

References 39 publications

Penilaian Kepuasan Karyawan Pada Sistem Pengelolaan Organisasi Di Rsud Dr. Soetomo Surabaya

Penilaian Kepuasan Karyawan Pada Sistem Pengelolaan Organisasi Di Rsud Dr. Soetomo Surabaya

Employee job satisfaction at Florida for-profit and not-for-profit hospitals

Effects of effort-reward imbalance, job satisfaction, and work engagement on self-rated health among healthcare workers

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