18-02-2016, 05:07 PM
24-03-2016, 10:08 AM
job satisfaction among health-care professionals acquires importance with a view to maximising human resource potential. This article is aimed at highlighting importance of studying the various aspects of the job satisfaction in health care organizations
There has been considerable emphasis on human resource management in recent past. In an organization, productivity and quality of service depend entirely on the organization's ability to manage the human resource.[1] Human resource management encompasses organizational development, human resource development, and industrial relations. Human resource functions in an organization include everything that has to do with ‘people’, i.e., their recruitment, induction, retention, welfare, appraisal, growth, training, skill development, attitudinal-orientation, compensation, motivation, industrial relation and retirement, etc.[2]
All organizations operate within an internal and an external environment. Technology provides resources; structure defines the formal relationship of people in organization and both internal and external environment as well as influences the attitudes of people.[3]
How to get ‘people’ involved and motivated for excellence at work? The key to effective work performance is in understanding what domains of work are important for job satisfaction among clinicians.
The job satisfaction of an employee is a topic that has received considerable attention by researchers and managers alike. The most important information to have regarding an employee in an organization is a validated measure of his or her level of job satisfaction (Roznowski and Hulin 1992).[4] Thus, it is fruitful to say that managers, supervisors, human resource specialists, employees, and citizens in general are concerned with ways of improving job satisfaction.[5]
The foundation of job satisfaction theory was introduced by Maslow with a five-stage hierarchy of human needs, now recognized as the deprivation/gratification proposition. However, much of the job satisfaction research has focused on employees in the private sector.[6,7]
The motivation to investigate the degree of job satisfaction arises from the fact that a better understanding of employee satisfaction is desirable to achieve a higher level of motivation that is directly associated with patient satisfaction.
Offering the highest quality of health-care services possible to as many people who need them, within a given environment of social, material, financial, and human resources is the main goal of health-care systems and of every single health-care organization or unit within an organization. Achieving this goal requires a committed and high-quality workforce in health-care organizations. Due to the anticipated significant impact of human resources management on the quality of services and its increasing coverage in formalized quality systems, it is essential that a health-care establishment pays attention to the quality of human resources in early stages of development of a quality system. Attending to job satisfaction of staff is then a fundamental component of human resources quality. In particular, many researchers have demonstrated strong positive correlations between job satisfaction of medical staff and patient satisfaction with the services in these health-care settings.[8–12]
Organizations’ efficiency depends to a large extent on the morale of its employee. Behavioral and social science research suggests that job satisfaction and job performance are correlated.[13] Job satisfaction and morale among medical practitioners is a current concern worldwide.[14–16] Poor job satisfaction leads to increased physician turnover, adversely affecting medical care job satisfaction.[17,18] Consequently, by creating an environment that promotes job satisfaction, a health-care manager can develop employees who are motivated, productive, and fulfilled. This in turn will contribute to higher quality patient care and patient satisfaction
There has been considerable emphasis on human resource management in recent past. In an organization, productivity and quality of service depend entirely on the organization's ability to manage the human resource.[1] Human resource management encompasses organizational development, human resource development, and industrial relations. Human resource functions in an organization include everything that has to do with ‘people’, i.e., their recruitment, induction, retention, welfare, appraisal, growth, training, skill development, attitudinal-orientation, compensation, motivation, industrial relation and retirement, etc.[2]
All organizations operate within an internal and an external environment. Technology provides resources; structure defines the formal relationship of people in organization and both internal and external environment as well as influences the attitudes of people.[3]
How to get ‘people’ involved and motivated for excellence at work? The key to effective work performance is in understanding what domains of work are important for job satisfaction among clinicians.
The job satisfaction of an employee is a topic that has received considerable attention by researchers and managers alike. The most important information to have regarding an employee in an organization is a validated measure of his or her level of job satisfaction (Roznowski and Hulin 1992).[4] Thus, it is fruitful to say that managers, supervisors, human resource specialists, employees, and citizens in general are concerned with ways of improving job satisfaction.[5]
The foundation of job satisfaction theory was introduced by Maslow with a five-stage hierarchy of human needs, now recognized as the deprivation/gratification proposition. However, much of the job satisfaction research has focused on employees in the private sector.[6,7]
The motivation to investigate the degree of job satisfaction arises from the fact that a better understanding of employee satisfaction is desirable to achieve a higher level of motivation that is directly associated with patient satisfaction.
Offering the highest quality of health-care services possible to as many people who need them, within a given environment of social, material, financial, and human resources is the main goal of health-care systems and of every single health-care organization or unit within an organization. Achieving this goal requires a committed and high-quality workforce in health-care organizations. Due to the anticipated significant impact of human resources management on the quality of services and its increasing coverage in formalized quality systems, it is essential that a health-care establishment pays attention to the quality of human resources in early stages of development of a quality system. Attending to job satisfaction of staff is then a fundamental component of human resources quality. In particular, many researchers have demonstrated strong positive correlations between job satisfaction of medical staff and patient satisfaction with the services in these health-care settings.[8–12]
Organizations’ efficiency depends to a large extent on the morale of its employee. Behavioral and social science research suggests that job satisfaction and job performance are correlated.[13] Job satisfaction and morale among medical practitioners is a current concern worldwide.[14–16] Poor job satisfaction leads to increased physician turnover, adversely affecting medical care job satisfaction.[17,18] Consequently, by creating an environment that promotes job satisfaction, a health-care manager can develop employees who are motivated, productive, and fulfilled. This in turn will contribute to higher quality patient care and patient satisfaction