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Health Sciences


Purpose: The ability of health care organizations to provide quality care depends on its employees. Employers concerned about improving job satisfaction should consider employees’ perceptions of their jobs. The purpose of this study was to identify the best predictors of job satisfaction within long-term care (LTC) facilities.

Design and Methods: A cross-sectional, multi-site, quality of work life (QWL) survey was completed at three independent not-for-profi t LTC facilities in three communities in Ontario, Canada. 1,329 full, part and casual time non-physician staff on active payroll were eligible to participate. A 45-item, self-administered questionnaire collected information on: co-worker and supervisor support; teamwork and communication; job demands and decision authority; characteristics of the organization; patient/resident care; compensation and benefits; staff training and development; overall impressions of the organization; and socio-demographics.

Results: The eight most important predictors of job satisfaction among LTC staff were: belief that the organization carried out its mission statement; good supervisor social support; being clear about job responsibilities; not being asked to do an excessive amount of work; job classification; good support for training and development; good teamwork; and being satisfi ed that staff contributions are recognized.

Implications: The findings show that job satisfaction is a multi-dimensional construct. Efforts to improve the quality of work life and job satisfaction, and ultimately the quality of care will therefore require multiple strategies. The importance to the organization of achieving its mission, expectations and employees’ work responsibilities must be clearly communicated; and good development support and appropriate recognition of contributions need to be provided.


This article was originally published in Senior Care Canada, 2007(4): 12-17. Reproduced with permission