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Journal articles on the topic 'Staff satisfaction'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 May 2022

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1

Skripnichenko, L. "Staff Satisfaction Management." Management of the Personnel and Intellectual Resources in Russia 9, no. 5 (December 21, 2020): 33–37. http://dx.doi.org/10.12737/2305-7807-2020-33-37.

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Dynamically changing conditions for the development of society, transformations taking place both in the internal and external environment of the organization, have a significant impact on the processes of personnel management. Each employee contributes to the end result of the enterprise. Employee satisfaction affects the competitiveness of the company, its stability in a crisis, the ability to take a leading position in changes in the market economy. Staff satisfaction is one of the key factors for the stable functioning of the company. The more employees are satisfied with their work space, functional duties, organization, nature and content of work, material and intangible incentives, advancement on the career ladder, labor collective, the more effective their work in the organization will become. Also, among the factors affecting the satisfaction of staff work, one can distinguish the qualification of an employee, his individual characteristics, gender, age, length of service. The person in the organization acts as the most important resource in which it is necessary to invest a special type of investment in the form of remuneration, providing opportunities for the development and improvement of professional skills, creating comfortable working conditions. The need to understand the mechanisms that drive a person, affect his satisfaction with labor and then encourage him to develop and have led to this study.

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2

Storring, R. A. "Staff satisfaction surveys." BMJ 338, jun09 1 (June 9, 2009): b2324. http://dx.doi.org/10.1136/bmj.b2324.

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Utama, Zahera Mega. "THE EFFECT OF JOB SATISFACTION, MOTIVATION AND ORGANIZATIONAL COMMITMENT TO THE PERFORMANCE OF THE PROCUREMENT EXPERTS IN THE INDONESIAN HOUSE OF REPRESETATIVE." IJHCM (International Journal of Human Capital Management) 1, no. 01 (July 30, 2017): 16–22. http://dx.doi.org/10.21009/ijhcm.01.01.02.

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The objective of this research has to study the effect of job satisfaction, motivation and organizational commitment on performance or the board of expert staff members of parliament, The research was conducted in Jakarta, and The data had been analyzed using path analysis. The population of this research were 91 person of expert staffs in the Parliament. The questionares of this research had been testing on the 40 expert staff. Therefore by simple randomly. The research finding more as follows : 1. There was positive direct effect of job satisfaction onexpert staffs performance, 2, there was a positive direct effect of motivation on performance of expert staff 3. There was a positive direct effect of organization commitment of expert staff. 4. There was a positive direct effect of organization commitment on performance, 5. There was a positive direct effect of job satisfaction on motivation of expert staff and 6. There was a positive direct effect job satisfaction on organizational commitment Keywords: Expert Staff Performance, Job Satisfaction, work motivation, Organizatinal commitment

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Lambert, Eric G., Nancy Lynne Hogan, and Shannon M. Barton. "Satisfied Correctional Staff." Criminal Justice and Behavior 29, no. 2 (April 2002): 115–43. http://dx.doi.org/10.1177/0093854802029002001.

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During the past decade, there has been increasing pressure on correctional agencies to attract and keep quality staff. Raising worker job satisfaction is seen as a fundamental way of decreasing turnover. There has been a considerable amount of research in the area of the possible causes of correctional staff job satisfaction and, to a lesser extent, the possible consequences of job satisfaction. However, due to the numerous studies, some with conflicting results, it is difficult to understand clearly the factors associated with job satisfaction. A review of the literature is presented to provide a better understanding of correctional staff job satisfaction. Based on this review, correctional administrators are urged to concentrate more on improving the work environment rather than focusing on correctional staff characteristics.

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Wittingslow, George E., and Barrie Mitcheson. "Job Satisfaction Among Library Staff." Journal of Library Administration 5, no. 4 (January 25, 1985): 61–69. http://dx.doi.org/10.1300/j111v05n04_07.

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6

Purk, Janice Kay. "Rehabilitation Staff Nurses' Job Satisfaction." Rehabilitation Nursing 18, no. 4 (July 8, 1993): 249–52. http://dx.doi.org/10.1002/j.2048-7940.1993.tb00764.x.

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Pratten, J. D. "Customer satisfaction and waiting staff." International Journal of Contemporary Hospitality Management 16, no. 6 (October 2004): 385–88. http://dx.doi.org/10.1108/09596110410550842.

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8

Acharya, Samita, Kripa Maharjan, Deveshree Dongol, and Anupam Ghimire. "Awareness of COVID-19 and perception of work satisfaction among healthcare workers at Patan Hospital, Nepal." Journal of Patan Academy of Health Sciences 7, no. 1 (May 8, 2020): 31–36. http://dx.doi.org/10.3126/jpahs.v7i1.28860.

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Introduction: Healthcare workers (HCWs) awareness of disease outbreak, and working efficiently in a changed environment is vital to fight pandemic. How an institution responds to the crisis depends on HCWs response. This study aims to find out awareness of COVID-19 and work satisfaction of HCWs at Patan Hospital (PH), Nepal. Method: A cross-sectional questionnaires base descriptive study was conducted at PH, Patan Academy of Health Sciences, Nepal, in April 2020. The HCWs were grouped in to technical staff, doctors, and support staff. There were 20 questions each in the awareness of COVID-19 and work satisfaction domain. Ethical approval was obtained. Result: Of all the staff, 223 various level staffs responded to the questionnaire. There were 80 (35.9%) technical staff, 77 (34.5%) doctors and 66 (29.6%) support staff in the study. In the technical staff group 1106 (69.2%) responses were in favour of having good awareness and 1337 (83.5%) responses were in favour of satisfaction. In the doctors’ group 1233 (80.1%) responses were in favour of having good awareness and 1000 (65%) responses were in favour of satisfaction. In the support staff group 236 (17.7%) responses were in favour of having good awareness and 347 (26.2%) responses were in favour of satisfaction. Conclusion: Our study showed that technical staff and doctors had higher levels of perception of work satisfaction and awareness for COVID-19.

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Farlianto, Farlianto Farlianto. "PENGARUH DIMENSI EFEKTIVITAS KEPEMIMPINAN TERHADAP KEPUASAN KERJA KARYAWAN RUMAH SAKIT PERMATA BUNDA YOGYAKARTA." JURNAL ILMU MANAJEMEN 12, no. 2 (April 1, 2015): 65–81. http://dx.doi.org/10.21831/jim.v12i2.11750.

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This study is aimed to investigate the effect of the leadership effectivities on the job satisfaction of the staff on Permata Bunda hospital in Jogjakarta. Regression analysis is used to find out the effect of the leadership effectivities on the job satisfactio. The result showed that of the leadership effectivities dimension are effect on the job satisfaction of the staff on Permata Bunda hospital in Jogjakarta.

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Pangestu, Hengky. "PENGARUH CAREER MANAGEMENT TERHADAP CAREER SATISFACTION MELALUI CAREER COMPETENCY." Jurnal Manajemen dan Pemasaran Jasa 2, no. 1 (March 6, 2009): 51. http://dx.doi.org/10.25105/jmpj.v2i1.541.

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<p>he purpose of this research is to acknowledge the effect of a career management t oward the career satisfaction through the career competency of the staff at Park Lane Hotel, Jakarta. The data samples of this research are random spread to the hotel staffs. Out of 125 respondents from all levels of staff positions in Park LaneHotel, only 120 data are performed. The data analysis in this research is measured by Structural Equation Modelling with Amos 6.0. Due to data analysis, it is discovered that career management has a positive and significant effects toward the career satisfaction of the hotel staffs, as to the career management has no effect to the career competency of the hotel staffs. The career competency has positive and significant effect to the career satisfaction, and the career competency cannot mediated the relation between career management to the career satisfaction of the hotel staffs. The implication for the manager of the Park Lane Hotel, Jakarta is to give serious activities concerning the career management to the staff that will assist them to gain more knowledge of the update industry development to gain higher in the career satisfaction of the staffs. In the future search, it needs more details concerning the organization effect and individual and culture factors of the staffs.<br /><strong>keywords: Career management, career satisfaction, career competency.</strong></p>

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11

BIRK, SUSAN. "Survey Shows Surprising Staff Job Satisfaction." Caring for the Ages 11, no. 1 (January 2010): 1–4. http://dx.doi.org/10.1016/s1526-4114(10)60001-7.

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KALISCH, BEATRICE J., HYUNHWA LEE, and MONICA ROCHMAN. "Nursing staff teamwork and job satisfaction." Journal of Nursing Management 18, no. 8 (October 4, 2010): 938–47. http://dx.doi.org/10.1111/j.1365-2834.2010.01153.x.

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13

Cosker, TDA, S. Elsayed, V. Prabhu, and R. Kulkarni. "Staff satisfaction in a changing NHS." Bulletin of The Royal College of Surgeons of England 86, no. 3 (March 1, 2004): 102–4. http://dx.doi.org/10.1308/147363504322846246.

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14

Dolan, Lisa A. "Management Style and Staff Nurse Satisfaction." Dimensions of Critical Care Nursing 22, no. 2 (March 2003): 97. http://dx.doi.org/10.1097/00003465-200303000-00010.

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15

Suárez, M., M. Asenjo, and M. Sánchez. "Job satisfaction among emergency department staff." Australasian Emergency Nursing Journal 20, no. 1 (February 2017): 31–36. http://dx.doi.org/10.1016/j.aenj.2016.09.003.

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16

Mashuri, Nimas Ayu, and Diajeng Puspa Arum Maharani. "THE RELATIONSHIP OF STAFF JOB SATISFACTION AND INTENTION TO LEAVE AT A HOSPITAL." Jurnal Administrasi Kesehatan Indonesia 7, no. 1 (June 13, 2019): 81. http://dx.doi.org/10.20473/jaki.v7i1.2019.81-88.

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Background: Job dissatisfaction arises as a result of a mismatch between expectation and reality in the employment conditions of employees in an organization. Job dissatisfaction can lead to the intention of to leave. Employees with Intention to leave have the opportunity to do turnover of their organization.Aims: The purpose of this study is to determine the relationship between job satisfaction variable and intention to leave variable.Methods: This study used quantitative method with cross-sectional design. The samples were 52 staffs of the Surabaya Orthopaedic and Traumatology Hospital who were still actively working until June 2012. Job satisfaction variable was measured using a questionnaire research instrument called Job Satisfaction Survey (JSS) by Spector while the intention to leave variable was measured using a questionnaire research instrument that is made by researchers.Results: The results of this study indicate that the level of staff work satisfaction of Surabaya Orthopaedic and Traumatology Hospital is relatively high while the intention to leave is moderate. The results of the Spearman Correlation show a number of -0.314 which shows a correlation that is not unidirectional and significant between the two variables. This means that job satisfaction and intention to leave have a negative relationship so that the higher the job satisfaction is, the lower the intention to leave is.Conclusion: It can be concluded from the study that job satisfaction has a significant relationship and is not in line with the intention to leave of the staffs. Therefore, it is important for the Surabaya Orthopaedic and Traumatology Hospital to improve their staff job satisfaction thus the staff loyalty can be formed. Keywords: Job satisfaction, Intention to leave, Hospital staff.

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17

Trofimov, Andrii, and Alina Strymetska. "The relationship between staff organizational loyalty and job satisfaction and enthusiasm." Організаційна психологія Економічна психологія 2-3, no. 20 (November 11, 2020): 101–10. http://dx.doi.org/10.31108/2.2020.2.20.10.

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Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

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18

Liao, Lulu, Huijing Chen, Yinan Zhao, Hongting Ning, and Hui Feng. "Research on the Relationship of the Organization Capacity and Job Satisfaction in Nursing Homes." Innovation in Aging 4, Supplement_1 (December 1, 2020): 184. http://dx.doi.org/10.1093/geroni/igaa057.595.

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Abstract Objective: To explore the occurrence of organization capacity and to examine the relationships among the organization capacity and job satisfaction in nursing homes in China. Methods: A total of 577 participants in sixteen nursing homes in Hunan province of China were enrolled using a cluster randomized controlled trial. Staff job satisfaction was measured by Minnesota Satisfaction Questionnaire(MSQ) in short form, nursing homes’ organization capacity was assessed by Shortell’s Organization and Management Survey. One-way analysis of variance examined differences between variables. The relationship and correlation of organization capability, MSQ total score and scores in each dimension was analyzed. Results: Overall score of nursing homes’ organization capacity was 99.5±8.6(level ranking, 21–105), and MSQ score was 78.2±8.2 (level ranking, 20–100). Staff job satisfaction levels were significantly different among nursing staffs with different levels of organization capability (F=9.40, P＜0.001). Correlation analysis showed that organization capability level was positively correlated with staff job satisfaction (r=0.52, P< 0.001). And Correlation analysis showed that Working conditions (r = 0.46, P < 0.001), Leaders (r = 0.46, P < 0.001), Responsibility (r = 0.51, P < 0.001) and External reward (r= 0.42, P < 0.001) were positively associated with organization capability. Conclusion: The organization capability can be improved by active staff job satisfaction. But the job satisfaction of nursing staffs was at a moderate level. Thus effective measures such as creating a supportive work conditions, appointing suitable leaders, enhancing responsibilities and providing external reward should be considered by nursing managers to promote organization capability in nursing homes.

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19

Tham, Rachel, Penny Buykx, Leigh Kinsman, Bernadette Ward, John S. Humphreys, Adel Asaid, Kathy Tuohey, and Rohan Jenner. "Staff perceptions of primary healthcare service change: influences on staff satisfaction." Australian Health Review 38, no. 5 (2014): 580. http://dx.doi.org/10.1071/ah14015.

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Strong primary healthcare (PHC) services are efficient, cost-effective and associated with better population health outcomes. However, little is known about the role and perspectives of PHC staff in creating a sustainable service. Staff from a single-point-of-entry primary health care service in Elmore, a small rural community in north-west Victoria, were surveyed. Qualitative methods were used to collect data to show how the key factors associated with the evolution of a once-struggling medical service into a successful and sustainable PHC service have influenced staff satisfaction. The success of the service was linked to visionary leadership, teamwork and community involvement while service sustainability was described in terms of inter-professional linkages and the role of the service in contributing to the broader community. These factors were reported to have a positive impact on staff satisfaction. The contribution of service delivery change and ongoing service sustainability to staff satisfaction in this rural setting has implications for planning service change in other primary health care settings. What is known about this topic? Integrated PHC services have an important role to play in achieving equitable population health outcomes. Many rural communities struggle to maintain viable PHC services. Innovative PHC models are needed to ensure equitable access to care and reduce the health differential between rural and metropolitan people. What does this paper add? Multidisciplinary teams, visionary leadership, strong community engagement combined with service partnerships are important factors in the building of a rural PHC service that substantially contributes to enhanced staff satisfaction and service sustainability. What are the implications for practitioners? Understanding and engaging local community members is a key driver in the success of service delivery changes in rural PHC services.

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Kenku, Adekunle A., Dare Azeez Fagbenro, and Abolade M. Opatola. "Gender Difference and The Predictive Role of Job Tension on Job Satisfaction Among Academic Staff in A Public University." Psychocentrum Review 3, no. 1 (March 25, 2021): 1–9. http://dx.doi.org/10.26539/pcr.31491.

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Studies have investigated antecedents of job satisfaction, however, little is known about the predictive role of job tension on job satisfaction as well as gender difference on job satisfaction among academic staff in Nigeria. Using job demands–resources model as a theoretical framework, this study examined job tension on job satisfaction among selected academic staff of Nasarawa State University, Keffi. Participants were 75 (48 males and 27 females) academic staff with a mean age of 42.11 (SD of 4.12) recruited from six faculties in the university. Data were analyzed using simple linear regression and t-test for independent sample analysis. Results showed that job tension predict job satisfaction among academic staff. Also, female academic staff has higher level of job satisfaction than the male academic staff. The findings suggest that industrial and organisational psychologists should redesign academic job roles in such a way that it will devoid of stressful and tension socked pressure which will have positive implication for better job satisfaction among academic staff.

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Melo, Márcia Borges de, Maria Alves Barbosa, and Paula Regina de Souza. "Job satisfaction of nursing staff: integrative review." Revista Latino-Americana de Enfermagem 19, no. 4 (August 2011): 1047–55. http://dx.doi.org/10.1590/s0104-11692011000400026.

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Job satisfaction consists of a feeling of wellbeing, resulting from the interaction of several occupational aspects, and may influence the worker's relationship with the organization, clients and family. Hence, it becomes important for the quality of nursing care to reflect on this topic in depth. Therefore, this study aimed to examine the scientific evidence related to job satisfaction in Brazilian nursing. An integrative literature review was carried out in the databases LILACS, MEDLINE, BDENF and Cochrane Library, totaling 17 publications, categorized in: Job Satisfaction, Job Dissatisfaction and Associated Factors. It was concluded that job satisfaction is determined by a complex network of factors and may vary depending on the group studied. Additional research, particularly of evidence level III in different nursing fields, covering all of Brazil, is necessary to support the implementation of occupational improvements.

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MOSS, RITA, and CONNIE J. ROWLES. "Staff Nurse Job Satisfaction and Management Style." Nursing Management (Springhouse) 28, no. 1 (January 1997): 32???34. http://dx.doi.org/10.1097/00006247-199701010-00008.

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23

Brollier, Chestina. "Managerial Leadership and Staff OTR Job Satisfaction." Occupational Therapy Journal of Research 5, no. 3 (July 1985): 170–84. http://dx.doi.org/10.1177/153944928500500303.

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Clevenger, Kay. "Improve staff satisfaction with team building retreats." Nursing Management (Springhouse) 38, no. 4 (April 2007): 22–23. http://dx.doi.org/10.1097/01.numa.0000266717.09582.8f.

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Overman, Sjors. "How Creating Semiautonomous Agencies Affects Staff Satisfaction." Public Performance & Management Review 43, no. 2 (June 12, 2019): 433–60. http://dx.doi.org/10.1080/15309576.2019.1622579.

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Hatcher, Barbara J. "Using Qualitative Measures to Determine Staff Satisfaction." Quality Assurance and Utilization Review 4, no. 4 (November 1989): 121–23. http://dx.doi.org/10.1177/0885713x8900400406.

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27

Michalak, Russell, and Monica D. T. Rysavy. "Assessing Library Customer Interactions and Staff Satisfaction." Journal of Library Administration 59, no. 3 (April 3, 2019): 314–24. http://dx.doi.org/10.1080/01930826.2019.1583020.

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Shreeve, William, William G. J. Goetter, Janet R. Norby, Georgeanne R. Griffith, Arnold F. Stueckle, Barbara de Michele, and Thomas K. Midgley. "Job satisfaction: The role of staff recognition." Early Child Development and Care 24, no. 1-2 (January 1986): 83–90. http://dx.doi.org/10.1080/0300443860240105.

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Kramer, M., and L. P. Hafner. "Job Satisfaction: Managers and Staff Nurses Disagree." AJN, American Journal of Nursing 90, no. 1 (January 1990): 42J—42K. http://dx.doi.org/10.1097/00000446-199001000-00023.

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Suni, M. S., V. Nirmala, and Shani Sikkandar. "Stress and Job Satisfaction among Staff Nurses." Asian Journal of Nursing Education and Research 7, no. 1 (2017): 31. http://dx.doi.org/10.5958/2349-2996.2017.00008.8.

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Metcalf, Ronnie, Stuart Scott, Monica Ridgway, and Dana Gibson. "Rapid Response Team Approach to Staff Satisfaction." Orthopaedic Nursing 27, no. 5 (September 2008): 266–71. http://dx.doi.org/10.1097/01.nor.0000337274.32799.89.

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&NA;. "Rapid Response Team Approach to Staff Satisfaction." Orthopaedic Nursing 27, no. 5 (September 2008): 272–73. http://dx.doi.org/10.1097/01.nor.0000337275.40423.29.

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Shaver, Katherine H., and Linda M. Lacey. "Job and Career Satisfaction Among Staff Nurses." JONA: The Journal of Nursing Administration 33, no. 3 (March 2003): 166–72. http://dx.doi.org/10.1097/00005110-200303000-00008.

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MALKIN, K. F. "Primary nursing: job satisfaction and staff retention." Journal of Nursing Management 1, no. 3 (May 1993): 119–24. http://dx.doi.org/10.1111/j.1365-2834.1993.tb00196.x.

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MALKIN, K. F. "Primary nursing: Job satisfaction and staff retention." Journal of Nursing Management 1, no. 4 (July 1993): 212. http://dx.doi.org/10.1111/j.1365-2834.1993.tb00214.x.

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Gilloran, Alan, Andrew McKinley, Tom McGlew, Kevin McKee, and Alex Robertson. "Staff nurses' work satisfaction in psychogeriatric wards." Journal of Advanced Nursing 20, no. 6 (December 1994): 997–1003. http://dx.doi.org/10.1046/j.1365-2648.1994.20060997.x.

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Ferlise, Pamela, and Deirdre Baggot. "Improving Staff Nurse Satisfaction and Nurse Turnover." JONA: The Journal of Nursing Administration 39, no. 7/8 (July 2009): 318–20. http://dx.doi.org/10.1097/nna.0b013e3181ae967f.

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Lucas, Mary D. "Management style and staff nurse job satisfaction." Journal of Professional Nursing 7, no. 2 (March 1991): 119–25. http://dx.doi.org/10.1016/8755-7223(91)90096-4.

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Grönroos, Eija, and Arja Pajukari. "Job satisfaction of the radiological departments' staff." European Journal of Radiography 1, no. 4 (December 2009): 133–38. http://dx.doi.org/10.1016/j.ejradi.2010.03.001.

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Hales, Travis W., Thomas H. Nochajski, Susan A. Green, Howard K. Hitzel, and Elizabeth Woike-Ganga. "An Association Between Implementing Trauma-Informed Care and Staff Satisfaction." Advances in Social Work 18, no. 1 (September 24, 2017): 300–312. http://dx.doi.org/10.18060/21299.

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Despite its widespread adoption there is limited research on the influence of trauma-informed care (TIC). The current study examined the impact of implementing TIC on the satisfaction of agency staff by comparing the results of a satisfaction survey taken in January of 2014, a month prior to the agency's implementation of TIC, and again twelve months later. As collaboration, empowerment, and self-care are primary components of a TIC organizational approach, its implementation was expected to increase staff satisfaction. Following the implementation of TIC, agency staff reported higher scores on all but one of the six satisfaction survey factors. Increases in staff satisfaction have been associated with better staff retention rates, increased organizational commitment and better performance. In consequence, TIC implementation is associated with increased staff satisfaction, and may positively influence organizational characteristics of significance to social service agencies.

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41

Tentama, Fatwa, Desta Rizky Kusuma, and Subardjo. "JOB SATISFACTION AS A MEDIATING VARIABLE IN THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON PERFORMANCE." Humanities & Social Sciences Reviews 7, no. 6 (January 2, 2020): 1082–89. http://dx.doi.org/10.18510/hssr.2019.76158.

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Purpose: This study aims to examine the direct and indirect effect of transformational leadership on performance with job satisfaction as a mediator of the educational staff at the University of X Yogyakarta, and the direct effect of job satisfaction on the performance of educational staff at the University of X Yogyakarta. Methodology: The population of this study was the educational staff at the University of X. The sampling technique used in this study was stratified random sampling, involving a total of 50 educational staff as samples. Data collection was done using a performance scale, job satisfaction scale, and transformational leadership scale. The data were analyzed using the path regression ordinary least square technique. Main Findings: The results showed that transformational leadership has a significant effect on job satisfaction of educational staff, transformational leadership does not effect on performance of educational staff, job satisfaction has a significant effect on performance of educational staff and transformational leadership has a significant effect on performance through job satisfaction as a mediator of educational staff. Thus, job satisfaction can play a good role as a mediator. Applications of this study: Satisfaction has an important role in increasing work productivity which includes quantity and quality of work, timeliness of work, work effectiveness, independence, and commitment. Leaders in implementing a transformational leadership style must be accompanied by efforts to create a work environment that supports the realization of the job satisfaction of its employees. Regardless of employee job satisfaction, the leader’s transformational leadership style will be in vain. Novelty: To the best of our knowledge, research on job satisfaction as a mediating variable in the effect of transformational leadership on the performance of educational staff is still rarely done both in Indonesia and abroad. Previous studies only positioned job satisfaction as an independent variable that affects performance and not as a mediator variable. This study focuses on job satisfaction as a mediator the effect of transformational leadership on the performance of educational staff.

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Anderson, Judith K., John B. Rae, Linda E. Grenade, and Duncan P. Boldy. "Residents' satisfaction with multi-purpose services." Australian Health Review 32, no. 2 (2008): 349. http://dx.doi.org/10.1071/ah080349.

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Aim: To establish a system for measuring resident satisfaction in multi-purpose services, benchmarking and performance improvement. Setting: Six multi-purpose services in rural New South Wales were involved in the project. Design: Residents were surveyed and the results benchmarked. Benchmarking included a comparison of results along with an exploration of work processes across participating sites. This preceded quality improvement activities conducted by individual multi-purpose services. Resident surveys were repeated and staff and managers interviewed. Outcomes: Benchmarking was a useful method for identifying performance leaders and enabling the dissemination of better practice. The majority of staff members were comfortable with the PDSA (Plan, Do, Study, Act) quality improvement cycle to guide their improvement efforts. The ability of staff to complete quality improvement cycles was related to the management styles of their supervisors. Resident satisfaction was related to the understanding and confidence of staff. Conclusion: A resident satisfaction survey can provide the direction for effective quality improvement activities. Benchmarking results with other sites not only empowers staff members at those sites recognised as leaders, but can also stimulate dissemination of leading practice. Management styles which empower staff enhance their ability to implement quality improvement projects.

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Mbazor, D. N., M. A. Ajayi, and V. O. Ige. "Staff Satisfaction with Workplace Facilities in the School of Environmental Technology, Federal University of Technology, Akure, Nigeria." Nigerian Journal of Environmental Sciences and Technology 2, no. 1 (March 2018): 69–77. http://dx.doi.org/10.36263/nijest.2018.01.0055.

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This paper presents the findings of the existing university infrastructural facilities (i.e. water supply, electricity supply, office facilities, faculty buildings, laboratory facilities and toilet/convenience facilities) in a representative sample of staff satisfaction with workplace facilities in the School of Environmental Technology, Federal University of Technology, Akure Nigeria. Published literatures have been analysed to review knowledge areas pertaining to workplace facilities and their contributions to organisational high productivity. Various workplace facilities evaluated in this study have been analysed to identify major areas of challenges for the faculty staffs’ satisfaction. A user satisfaction survey was developed to obtain the staffs’ qualitative feedback on their experience and satisfaction with the facilities provided in the faculty. The findings of the survey were analysed and reported to describe the level of satisfaction with the identified performance requirements for the workplace facilities. The main purpose of conducting the study was to determine whether or not the facilities provided at the workplace by the organisation provides the needed satisfaction to the working staff for optimum performance. This paper is of practical value to employers of labour whether private or public sectors, educational institutions, staff and students whose performance of duties are tied to the available facilities. University administrators involved in the provision of infrastructural facilities in the workplace should ensure that the provision and up-keep of the workplace enhancement requirements presented in this paper are properly addressed in the system.

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Jalalianhosseini, Mahshid, Kara Freihoefer, Nancy Doyle, and Amanda Simpson. "The Impact of Infusion Center Layout on Workflow and Satisfactions in Two Cancer Infusion Centers: A Case Study on Staff and Patients." HERD: Health Environments Research & Design Journal 13, no. 3 (November 29, 2019): 70–83. http://dx.doi.org/10.1177/1937586719888221.

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Objective: The objective of this empirical research is to compare nurses’ operational workflow and nurses’ and patients’ satisfactions of two different infusion center designs. One center has a traditional open bay design and the other has semi-private bays. This study also intends to gather baseline data to compare to a future post-occupancy evaluation of a new infusion center where the two existing centers will be combined. Background: The increasing number of patients with cancer diagnosis who refer to infusion centers highlights the importance of design of these centers. Method: The mixed-method approach of this study involves shadowing nurses and surveying nurses and patients. Data collection captured nurses’ activities, activity durations, and nurses’ and patients’ satisfaction with the design of clinics. Results: Comparison of shadowing data indicated that although the infusion centers have different layouts, there are no significant differences in the activities or time spent by nurses in different areas among the centers. Staff, however, have different satisfaction levels with visual and speech privacy, ability to concentrate without distraction, collaboration with other staff, and the process of medication delivery. Patients also had slightly different satisfaction levels with their ability to communicate with staff and design of bays. Conclusion: This research sheds light on operational workflows and satisfaction of staff and patients in two different infusion center design. Considering the limited studies on these settings, this study serves as baseline data to compare to other studies on cancer infusion centers and addresses issues of benchmarking and staff and patient satisfaction.

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Potts, Maggie, Sabrina Halliday, Caroline Plimley, Judith Wright, and Andrew Cuthbertson. "Staff stress and satisfaction in small staff houses in the community: 1." British Journal of Nursing 4, no. 8 (April 27, 1995): 452–58. http://dx.doi.org/10.12968/bjon.1995.4.8.452.

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Suppiah, S. Maartandan, Xuang Ling Wong, Paul Gnanaselvam Pakirnathan, and Mohd Khairie Ahmad. "Meneroka Pengaruh Komunikasi Kepemimpinan terhadap Kepuasan Kerja dalam kalangan Kakitangan di Institusi Pengajian Tinggi Swasta Malaysia." Jurnal Komunikasi: Malaysian Journal of Communication 37, no. 2 (June 30, 2021): 130–53. http://dx.doi.org/10.17576/jkmjc-2021-3702-09.

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This exploratory study investigates the influence of leadership communication on staff members’ job satisfaction at a private institution of higher learning in Malaysia, in a multicultural setting. The turnover rate among academics in Malaysia is increasing extensively and leadership communication was identified as one of the factors that contribute to poor job satisfaction at the workplace. Good leadership communication is able to create trust and understanding that would inspire people towards the goals of the organization and improve job satisfaction of an organization’s staff members. Theoretically, transformational leadership theory discusses that a leader with effective leadership communication skills could contribute to a positive working culture or environment that motivates staff members to progress in their career. However, it was found that leadership communication between leaders and subordinates was not fully explored in a multicultural perspective. A qualitative methodology was utilized in order to gain insights into the influence of leadership communication on job satisfaction from selected academics’ perspectives. Data were collected through a series of intensive interviews with 22 informants. Based on the findings, three themes emerged; leadership communication practices, the expectation towards leadership communication, and staff members’ feedback towards leadership communication. The findings of this study contribute to a new dimension of leadership communication from a multi-cultural context, specifically from the context of academicians at higher learning institutes. Furthermore, it was discovered that leadership communication affected job satisfaction among academic staffs. A good leadership communication is able to create a positive environment for effective communication among staff members in the organization. Keywords: Superior-subordinate, leadership communication, organisation, transformational leadership communication, job satisfaction.

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Warsi, Diah Aryanti Sapto. "PENGARUH ROTASI KERJA TERHADAP KEPUASAN KERJA DALAM MEMPENGARUHI KINERJA TENAGA KEPENDIDIKAN." Jurnal Ilmiah Akuntansi dan Keuangan 8, no. 1 (January 19, 2019): 17–30. http://dx.doi.org/10.32639/jiak.v8i1.283.

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The most important resources of an organization is human resouces, those giving all energy, Tlent, creativity, and effort. It is difficult for an organization to pursue its aim without having capable human reresources. Job rotation and satisfaction are parts of quality human resources management to enhance staff performance. Rotation can inprove knowledge, capability, and minimize burmout. Job satisfaction can enhance job performance. The Purpose of this study is to investigate wheter rotation influences job satisfaction and permormance job sastifaction influences performance of 93 staffs using partial least square analysis. This study shows that rotation has asignificanly positive influences performances and rotation. Rotation is an effective way to enhance capability and knowledge, and minimize burnout, but it should consider the competency-based placement. Keyword : job rotation, job satisfaction, staff performance.

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Noorhayati Noorhayati. "Pengaruh Motivasi Kerja Dan Kepuasan Kerja Terhadap Kinerja Pegawai DPUPR Kabupaten Barito Utara." Jurnal Ekonomi STIEP 4, no. 1 (May 20, 2019): 21–26. http://dx.doi.org/10.54526/jes.v4i1.12.

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The aim of this research is to analyze the influence of motivation and job satisfaction through staffperformance of DPUPR North Barito Regency. Data about those variable was collected by conductinterviews with questionnaire. The sample is selected by using the technique simple random sampling, whichtotaled 30. The hyphoteses are tested using multiple regression analysis by SPSS for Windows 19.0. Theresult showed that : 1) the motivation and job satisfaction has a significant and simultan influence throughstaff performance DPUPR North Barito Regency; 2) the motivation hasn’t a significant impact through staffperformances on staffs of DPUPR North Barito Regency; the job satisfaction has a significant impactthrough staff performances of DPUPR North Barito Regency; and then 3) the most dominan variableaffecting through staff performance of DPUPR North Barito Regency is the job satisfaction.

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Indriansyah, Agung. "Analisis Pengaruh Motivasi, Pelatihan dan Kepuasan Kerja Terhadap Kinerja Karyawan Pada PT Multi Data Palembang." MBIA 17, no. 2 (April 24, 2019): 23–33. http://dx.doi.org/10.33557/mbia.v17i2.342.

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Job satisfaction and job motivation are directly related to staff performance. Job satisfaction and job motivation experienced by staff could reduce or increase staff performace. Staff who feels satisfied with the job obtained will be motivated to increase his/her performace, consequently it will impact on improving the company performance overall. This research was done at the Indonesia based PT Multi Data Palembang. The aim of the research is to investigate the effect of staff performace relation to the job satisfaction and job motivation that has been moderated by job duration. The samples number determined in this research are 30 respondents and used sampling purposive method. As independent variables are job satisfaction and job motivation, and its variable moderating is job duration, while its dependent variable is staff performance. The results of the analysis is using moderated regression are the job Motivation Variable, job Training variable and job satisfaction are positively influenced to staff performance, and the job duration variable moderated job satisfaction to the staff performance, meanwhile job duration variable did not succeed to moderate job motivation to staff performance.The result of the analysis could be known that 22 percent variation of staff performance could be explained by independent variable and moderating variable that has been examined in this research and 78 percent by the other factors outside the model.

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Rhodes, Jennifer A., and Sandy Toogood. "Can active support improve job satisfaction?" Tizard Learning Disability Review 21, no. 2 (April 4, 2016): 54–60. http://dx.doi.org/10.1108/tldr-07-2015-0028.

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Purpose – Active support (AS) influences the way staff support people with intellectual disabilities to take part in everyday activities. Changes in work practices may affect job satisfaction. The impact of AS on job satisfaction has not, however, been widely studied. Job satisfaction is linked with levels of staff turnover and the overall quality of services provided to people with intellectual disabilities (Coomber & Barriball, 2007; Hatton et al., 2001). The purpose of this paper is to describe an evaluation of job satisfaction amongst 38 direct care staff working in intellectual disability services before and after AS was implemented. Design/methodology/approach – A single group, repeated-measures design was used. In total, 38 members of direct care staff received AS training. Data on job satisfaction were collected before, and after, AS was implemented. In total, 19 members of staff took part in a follow-up 12 weeks later. Findings – There was a significant increase in reported job satisfaction following the implementation of AS. Subscale analysis revealed that the most significant increases in job satisfaction were related to areas directly targeted by AS, including satisfaction with skill level and satisfaction with amount of time spent with service users. Originality/value – Implementing AS may provide an added benefit for direct care staff, who feel more satisfied at work. While a significant number of papers have been published focusing on the benefits of AS, no papers have specifically looked at the impact that the intervention can have on job satisfaction.

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