Work environment and job satisfaction among nurses in government tertiary hospitals in Nigeria

Abstract

Purpose Job satisfaction is indispensable in the daily life of the workforce, and the mechanism that drives job satisfaction requires the attention of the management of corporate organisations. The purpose of this paper is to investigate the predictors of work environment on job satisfaction among nurses in both federal and state tertiary hospitals in Lagos State. Design/methodology/approach The study used the longitudinal research design to elicit information from the respondents. The research instrument used is a nursing work index scale by Aiken and Patrician which has been established to have a high internal reliability coefficient. The simple random sampling strategy was used to administer the research instrument to 364 nurses. The study used hierarchical multiple regression to analyse the data obtained. Findings This study discovered that all the variables collectively determined nurses job satisfaction; however, the salary was the most fundamental essential predictor that drive nurses’ job satisfaction followed by advancement and promotion. All seven predictors, namely, socio-political climate; administrative and managerial support, autonomy and responsibility, salary, supervision and working condition, recognition and achievement, advancement and promotion, collectively exert positive relationship with nurses’ job satisfaction. The study concluded that to retain and prevent turnover intention among nurses, and other health-care workers, the management of hospitals must pay due attention to issues relating to job satisfaction, as this is likely to increase health-care system effectiveness, boost mental and social health of the nurses. Originality/value This study shows that job satisfaction in the workplace comes from diverse techniques, as other factors have been proven effective other than salary in international cultures and regions, but in Nigeria, salary and career promotion take pre-eminence above other factors. This is because of Nigerian socio-cultural realities and that is another paradigm shift.

Influence of engagement, work-environment, motivation, organizational learning, and supportive culture on job satisfaction.

“…To add on, a research by Sunarsi (2019) has also found that the work environment has a positive and significant impact on work satisfaction. Similarly, Akinwale & George (2020) discovered that all variables of work environment influenced job satisfaction. Al-Hamdan, Manojlovich, & Tanima (2017) concluded that the work environment was positively associated with job satisfaction.…”

“…Similarly, a research by Sunarsi (2019) found that the work environment has a positive and significant impact on work satisfaction. Likewise, Akinwale & George (2020) discovered that all variables of work environment influenced job satisfaction. The researchers conducted the study on work environment and job satisfaction among nurses in hospitals in Nigeria.…”

Internal and external barriers to entrepreneurship in Saudi Arabia

“…In Saudi Arabia, entrepreneurship is considered to be one of the key elements of the country's developmental prospects (Akinwale & George, 2020). The kingdom's youth are encouraged to pick up entrepreneurship and are offered youth awards as incentive (Alessa & Alajmi, 2017).…”

Power Distance as a Moderator of the Relationship Between Organisational Justice and Job Satisfaction

“…Recent studies about organisational justice maintain that distributive justice and procedural justice may function as a significant enabler of employee outcomes, particularly job satisfaction in organisations (Hao et al, 2016;Hur & Ha, 2019;Singhry, 2018). More recent studies reveal that job satisfaction is a critical phenomenon in certain environments, such as organisational settings (Tran, 2019), workplace diversity (Hauret & Williams, 2020), health care organisation (Akinwale & George, 2020) and occupation categories (Andrade & Westover, 2019). From an employee's perspective, job satisfaction is obtained after assessing job conditions (e.g., according to different occupation types) and their like or dislike of the job (Robbins & Judge, 2017).…”

“…For example, if employees like their intrinsic job features (e.g., achievement, recognition, responsibility, advancement and growth) and extrinsic job features (e.g., organisation policies, supervisor, coworker, pay, status and security) this attitude may result in higher job satisfaction. In contrast, if employees dislike some job features, this attitude may bring about a lower job satisfaction (Akinwale & George, 2020;Azman & Mohd Ridwan, 2016;Fabi et al, 2015).…”