Nurse Manager Behaviors That RNs Perceive to Affect Their Job Satisfaction

Nursing Forum ◽  
2014 ◽  
Vol 50 (2) ◽  
pp. 125-136 ◽  
Author(s):  
Rebecca A. Feather ◽  
Patricia Ebright ◽  
Tamilyn Bakas
Keyword(s):  
Job Satisfaction ◽  
Nurse Manager ◽  
Manager Behaviors

The nurse manager: job satisfaction, the nursing shortage and retention

2005 ◽  
Vol 13 (4) ◽  
pp. 286-295 ◽  
Author(s):  
DIANE RANDALL ANDREWS ◽  
SOPHIA F. DZIEGIELEWSKI
Keyword(s):  
Job Satisfaction ◽  
Nursing Shortage ◽  
Nurse Manager

scholarly journals Correlation between Nurse /Manager Professional Collaborative Behaviors and Nurses’ Job Satisfaction

2018 ◽  
Vol 31 (112) ◽  
pp. 32-43
Author(s):  
N Pasyar ◽  
M Rambod ◽  
S Gholamzadeh ◽  
F Sharif ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Nurse Manager

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL DALAM MENINGKATKAN KEPUASAN KERJA PERAWAT: LITERATURE REVIEW

2020 ◽  
Vol 11 (1) ◽  
pp. 106
Author(s):  
Hadi Suweko ◽  
Luky Dwiantoro
Keyword(s):  
Job Satisfaction ◽  
Literature Review ◽  
Nurse Manager ◽  
Transformational Leaders ◽  
Intellectual Stimulation ◽  
High Expectations ◽  
Nurse Job Satisfaction ◽  
Literature Reviews ◽  
Care Nursing

 AbstrakLatar belakang: Kepuasaan kerja merupakan suatu keadaan emosional seseorang yang positif atau menyenangkan dari nilai atau pengalaman orang tersebut, hal ini menunjukan bahwa karyawan membentuk sikap terhadap pekerjaan dengan memperhatikan perasaan, kepercayaan dan perilaku mereka sendiri. Kepuasan kerja perawat dibeberapa negara masih rendah, seperti di Cina 54 % dan Shanghai 60,8%, Indonesia 92,96%. Dari fenomena yang ada, menunjukkan kepuasan kerja perawat masih rendah. Kepemimpinan transformasional diharapkan mampu meningkatkan kepuasan kerja perawat. Tujuan: Untuk mengidentifikasi perilaku transformasional pemimpin dalam meningkatkan kepuasan kerja perawat. Metode: Artikel ini menggunakan design literatur review yakni peneliti mengulas, merangkum, dan menuliskan pemikiran beberapa pustaka seperti artikel, buku dan undang-undang. Penelusuran artikel melalui PubMed, Scincedirect dan Google Schoolar. Hasil: Pada literatur review ini menunjukkan bahwa kepemimpinan transformasional berpengaruh positif terhadap kepuasan kerja perawat, juga berkontribusi pada peningkatan kualitas pelayanan, melalui kepemimpinan kharismatik, inspiratif, menstimulasi intelektual dan pertimbangan yang diindividualkan. Kepemimpinan karismatik yakni perawat manajer mampu menyampaikan visinya dengan jelas untuk meningkatkan mutu pelayanan keperawatan. Kepemimpinan inspiratif yakni pemimpin mampu menyampaikan harapan tinggi berkaitan mutu pelayanan dan menginspirasi perawat lain. Kepemimpinan yang memiliki rangsangan intelektual yakni mampu memotivasi, meningkatkan kemampuan terus menerus, mampu menjadi pelatih bagi stafnya. Pemimpin memiliki pertimbangan yang diindividualkan yakni seperti memberi reward sesuai prestasi individu perawat. Kesimpulan: Perilaku transformasional pemimpin dapat  meningkatkan kepuasan kerja perawat. Kata Kunci: Kepemimpinan Transformasional, Kepuasan kerja, Perawat.               AbstractBackground: Satisfaction work is a state of emotional someone whose positive or pleasant of values or experiences of people, regard this shows that employees form the attitude towards work to pay attention to the feelings , beliefs and behaviors of their own. Nurse work satisfaction in some countries is still low, such as in China 54% and Shanghai 60, 8 %, Indonesia 92.96% . Of fenomena were there, showed job satisfaction of nurses is still low. Leadership Transformational expected to improve job satisfaction of nurses. Aim: To identification behavior of transformational leaders in improving job satisfaction of nurses. Method: Article The use design literature reviews on the researcher to review, summarize, and write down thoughts some libraries such as articles, books and laws. Search artikel through PubMed, Scincedirect and Google Schoolar. Results: In the literature review to show right that the leadership of transformational influence positively to the job satisfaction of nurses, also contribute to the improvement of quality of service, through leadership charismatic, inspiratif, stimulate intellectual and considerations are individualized. Leadership charismatic, nurse manager is able to convey his vision with clearly to improve the quality of care nursing. Inspirational leadership, that is, leaders are able to convey high expectations regarding service quality and inspire other nurses. Leadership that has intellectual stimulation that is able to motivate, improve the ability continuously, able to become a trainer for its staff. Leaders have considered that individualized the like to give a reward in accordance accomplishments of individual nurses. Conclusion: Leader's transformational behavior can increase nurse job satisfaction. Keywords: Transformational Leadership, Job Satisfaction, Nurse.

scholarly journals Nurse Manager Job Satisfaction: The Massachusetts Perspective

1991 ◽  
Vol 22 (4) ◽  
pp. 60-64 ◽  
Author(s):  
SUSAN S. STENGREVICS ◽  
KAREN K. KIRBY ◽  
ELISABETH R. OLLIS
Keyword(s):  
Job Satisfaction ◽  
Nurse Manager

Factors that influence nurse manager job satisfaction: An integrated literature review

2020 ◽  
Author(s):  
Angela C. Keith ◽  
Nora Warshawsky ◽  
Donna Neff ◽  
Victoria Loerzel ◽  
Joy Parchment
Keyword(s):  
Job Satisfaction ◽  
Literature Review ◽  
Nurse Manager

scholarly journals Impact of Nurse Manager Peer Mentorship Program on Job Satisfaction and Intention to Stay

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Tonya Roth ◽  
Diane Whitehead
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Patient Outcomes ◽  
Leadership Practices ◽  
Leadership Behaviors ◽  
Intent To Stay ◽  
Leadership Practices Inventory ◽  
Nurse Manager ◽  
Practice Environment ◽  
Mentorship Program

Nurse managers (NMs) play a vital role in patient outcomes by providing a stable work environment for teams. Numerous factors influence a NM’s job satisfaction and intent to remain in a job. The purpose of this project was to develop an evidence-based formal mentorship program for NMs in an effort to impact retention rates. A secondary purpose was to evaluate the impact that a formal mentorship program has on NMs’ job satisfaction and intent to stay. Across two hospitals in the Pacific Northwest, 15 NMs participated in a 6-month mentorship program. The program was guided by both the mentorship enactment theory and Kouzes and Posner’s exemplary leadership framework. Using the Leadership Practices Inventory and the Nurse Manager Practice Environment scale, job satisfaction, intent to stay in a job, and transformational leadership behaviors were measured before and after the program, Results were analyzed using a paired-samples <em>t</em> test. There were statistically significant differences between the preprogram Leadership Practices Inventory scores (<em>M </em>= 212.27, <em>SD </em>= 37.8) and postprogram scores (<em>M </em>= 232.47, <em>SD </em>= 25.28); <em>t</em>(14) = –2.83, <em>p </em>= .013. There were also statistically significant differences between the preprogram Nurse Manager Practice Environment Scale–Culture of Generativity subscale (<em>M </em>= 23.20, <em>SD </em>= 4.65) and post-program scores (<em>M</em> = 26.20, <em>SD</em> = 4.74); <em>t</em>(14) = –2.40, <em>p</em> = .032. The results demonstrated a significant increase in job satisfaction, intent to stay, and transformational leadership behaviors. Implementation of this pilot program supported positive social change through reduced NM turnover, resulting in a reduction of healthcare spending on replacement costs in addition to improved patient outcomes

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