PAPER
NURSES’ JOB SATISFACTION AND
ITS CONTRIBUTING FACTORS
ACHMAD FATHI 19810120 200501 1 001
FAKULTAS KEPERAWATAN UNIVERSITAS SUMATERA UTARA
PREFACE
This paper presents the nurses’ job satisfaction and its related contributing factors.
Literature review methods was occupied in order to identify the nurses’ job satisfaction and
its contributing factors. It shows that several factors, including internal and external factors
related to nurses’ job satisfaction.
This paper is addressed to nurse administrators and nurse educators, as well. These
people play a very important role in the nursing management in practice. An understanding of
nurses’ job satisfaction and its contributing factors will help them increase their nurses’ job
satisfaction by improving such contributing factors.
Finally, the author hopes a valuable advice and constructive feedback from the
readers. This work is not a perfect paper and needs some inputs to make it better.
Medan, July 2011
Author,
CONTENTS
Page
Preface... Contents... Chapter I Introduction ... Chapter II Literature Review ...
1. Significance of selected topic ... 2. Definition of job satisfaction ... 3. Concepts, Theory, and Models of Job Satisfaction ...
3.1.Maslow’s “Hierarchy of Needs” theory ... 3.2. Herzberg’s “Motivation-Hygiene” theory ... 3.3. “Job Characteristic” model ... 4. Measuring job satisfaction ... 5. Contributing Factors of Job Satisfaction ...
Chapter 1
Introduction
Nurses’ job satisfaction becomes a very interesting topic in nursing research every
year. Many researchers study on this in different objectives, methods, and in particular
design. The study findings of the research also vary although it has the similar objectives
which lead to the need further research on nurses job satisfaction.
There are several factors contributing to the nurses’ job satisfaction which have been
found in several articles. They also show a discrepancy among the result findings for each
study. For example, salary was the most contributing factor toward job satisfaction in one
study, but in the other study autonomy became the most contributing factor. In this literature
review, several factors found to contribute toward job satisfaction, such as, company policy
and administration, autonomy, relationship with supervisor, work condition, salary,
relationship with peers, personal life, status, advancement, responsibility, recognition, and
Chapter II
Literature Review
1. Significance of selected topic
Nurses’ job satisfaction becomes a very important topic of research because of its
effect to the quality of nursing job performance (Willem & Buelens & De Jonghe, 2007). In
a study to explore nurses’ job satisfaction, it was confirmed that nurses’ job satisfaction was
in low to moderate level (Curtis, 2007), even in one study found the nurses’ job satisfaction
was minimally satisfied (Schiestel, 2007).
This phenomenon will lead to the decrease in quality of care in their work as
healthcare service provider. Moreover, since it has been found that nurses felt job
dissatisfaction, it would give a bigger impact in the healthcare system, because it is proved to
be the leading predictor of intent to leave for nurses from the hospital (Larrabee & Janney &
Ostrow & Withrow & Hobbs & Burant, 2003).
2. Definition of job satisfaction
Job satisfaction was defined as an individual’s general attitudes and feelings toward
the job. Someone with a high level of job satisfaction had a positive and favorable attitudes
toward the job, however a person who was dissatisfied with his/her job had a negative and
unfavorable attitudes about the job (Armstrong, 2007; Robbins, 2001).
3. Concepts, Theory, and Models of Job Satisfaction
The traditional model of job satisfaction emphasized on all of the individual’s feeling
about his/her job. On the other hand, either the causes of job satisfaction or job dissatisfaction
does not depend only on the nature of the job, but also on the expectations that individuals
have of what their job should offer (Lu, While, & Barriball, 2005). There were three theories
which usually had guided some researchers when they conducted their study about job
satisfaction. The theories were “Hierarchy of Needs” by Maslow, “Motivator-Hygiene” by
3.1.Maslow’s “Hierarchy of Needs” theory
The work of Maslow (1954) as cited in (Lu et al., 2005) was recommended that
human needs constructed a five-level hierarchy ranging from physiological needs, safety,
belongingness and love, esteem to self-actualization. Maslow’s theory of job satisfaction has
been approached by some researchers from the perspective of need fulfillment (Conrad et al.,
1985; Kuhlen, 1963; Worf, 1970 as cited in Lu et al, 2005). However, by increasing emphasis
on cognitive process rather on underlying needs, this approach of the theory becomes less
popular, so that the attitudinal perspective has become predominant in the study of job
satisfaction (Spector, 1997 as cited in Lu, et al., 2005).
3.2. Herzberg’s “Motivation-Hygiene” theory
Herzberg’s Motivation-Hygiene theory are very popular and the most influential
theory in which to study of nature of job satisfaction, and formed a basis for the development
of job satisfaction assessment. This theory examines factors that contribute to job satisfaction
and job dissatisfaction (Lu et al., 2005; Oyler, 2007).
Herzberg and Mausner (1959) as cited in (Lu et al., 2005) formulated the two-factor
theory of job satisfaction which was called Motivator-Hygiene theory, and postulated that it
was two different things and sometimes even unrelated phenomena between satisfaction and
dissatisfaction. Based on this theory, the factors contributing to the job satisfaction were
divided into two categories: intrinsic factors and extrinsic factors. Intrinsic factors or also
called ‘motivators’ (i.e. factors intrinsic to the nature and experience of doing work) were
found to be the job ‘satisfiers’. These factors included achievement, recognition, work itself,
responsibility, advancement, and growth. Extrinsic factors or also called ‘hygiene’ factors
were found to be the job ‘dissatisfiers’. Some factors included into these factors are company
policy, administration, supervision, salary, interpersonal relations, and working conditions
(Kuo, Yin, & Li, 2008; Lu et al., 2005; Oyler, 2007).
3.3. “Job Characteristic” model
The Job Characteristic model was developed by Hackman and Oldham (1976, 1980)
as cited in Oyler (2007) which constructed their job characteristics model based on the
importance of intrinsic motivation. They argued that jobs should be designed to build
opportunities for growth and achievement. More enriched jobs will contribute to higher levels
of internal work motivation, growth satisfaction, general job satisfaction, and work
4. Measuring job satisfaction
The level of job satisfaction can be measured by the use of attitude surveys, which is
categorized by four methods: (1) by using structured questionnaires, (2) by using interviews,
(3) by using combination of questionnaire and interview, and (4) by using focus groups
(Armstrong, 2007).
Using structured questionnaires can be issued to all or a respondent of employees. The
questionnaires may be standardized ones, such as the Brayfield and Rothe Index of Job
Satisfaction. The benefit by using standardized questionnaires is that they have been
thoroughly tested and in many cases norms are available against which results can be
compared. Interviews can be ‘open-ended’ or depth interviews in which the discussion is
allowed to range quite freely. Or they can be semi-structured in that there is a checklist of
points to be covered, although the aim of the interviewer should be to allow discussion to
flow around the points so that the frank and open views of the individual are obtained.
Alternatively, and more rarely, interviews can be highly structured so that they become no
more than the spoken application of a questionnaire. Individuals interviews has an advantage
because they are more likely to be revealing, but they are expensive and time-consuming and
quite hard to analyze. However, discussions through ‘focus group’ are useful in order to reach
a large number of people, but the results are not so easy to quantify and some people may
have difficulty in expressing their opinions in public. Combination of questionnaire and
interview is an ideal approach because it merges the quantitative data from the questionnaire
with the qualitative data from the interviews. A focus group is a representative sample of
employees whose attitudes and opinions are sought on issues concerning the organization and
their job. The essential features of a focus group are that is structured, informed, constructive
and confidential (Armstrong, 2007).
5. Contributing Factors of Job Satisfaction
5.1. Extrinsic factors
5.1.1. Company policy and administration
Organizational commitment and organizational empowerment had a big impact
toward nurses’ job satisfaction (Kuo et al., 2008; Lu, Chang, & Wu, 2007; Wu & Norman,
2006). A review suggests that job satisfaction of front line managers may be improved by
increasing organizational support from supervisors and empowering mangers to participate in
the areas of mentoring nurse, educating patients and personal growth in practice, creating
meaningful internal labor markets, and enhancing supervisor and administrative support lead
to increase nurses’ job satisfaction (Morgan & Lynn, 2008).
A study on nurses in surgical ward found that organizational values play an important
role in nurses’ job satisfaction. It is particularly the case for values that relate to human
relations. These values concern issues such as empowerment, participation and open
discussion, sensitivity for employee’s ideas, loyalty, and trust (Verplanken, 2004). In another
study, it was also found that job satisfaction was a mediator between emotional intelligence
and organizational commitment (Güleryüz, Güney, AydIn, & Asan, 2008)
5.1.2. Autonomy
Autonomy is one important contributing factor lead to job satisfaction (Curtis, 2007).
A study found that enabling philosophy of care, increased autonomy, the setting of care and
the actual teams within which the nurses were employed is contributed to the job satisfaction.
Respondents of the study reported a high level of job satisfaction which was because of
increasing autonomy (Nancarrow, 2007; Schiestel, 2007). Increasing autonomy is one area
which is identified worthy of focus in nursing job satisfaction (Best & Thurston, 2006; Bjørk,
Samdal, Hansen, Tørstad, & Hamilton, 2007; Morgan & Lynn, 2008). In another study found
that autonomy and critical thinking skills play an important role in nurses’ job satisfaction.
Critical thinking is a facilitator to potential advancement of competency, which affects job
satisfaction (Zurmehly, 2008).
5.1.3. Relationship with supervisors
Cummings et al, (2008) found that relational leadership and positive relationships
among nurses, managers and physicians play important role in nurses’ job satisfaction. They
also found that relational leadership and physician/nurse relationships significantly
influenced opportunities for staff development, registered nurse staffing adequacy, nurse
autonomy, participation in policy decision, support for innovative ideas and supervisor
support in managing conflict, which in turn increased nurses’ job satisfaction.
Supervisors also should perform their leadership skills and ability to increase the
satisfaction among their staff. Nurse manager ability, leadership and support of nurses,
staffing and resource adequacy and collegial nurse-physician relations are correlated to the
job satisfaction (Coomber & Barriball, 2007; Seo, Ko, & Price, 2004). Nurse managers who
opportunities to share idea and ask questions, resulting in higher satisfaction in the workplace
(Zurmehly, 2008).
Furthermore, a study found that supervisor leadership style had an indirect impact on
job dissatisfaction. Larrabee et al, (2003) conducted their study on registered staff nurses
found that the major predictor of job dissatisfaction was psychological empowerment,
moreover predictors of psychological empowerment were hardiness, transformational
leadership style, nurse/physician collaboration, and group cohesion.
In conclusion, supervisors are the significant person in the workplace unit who
facilitate their staff to achieve job satisfaction. A good relationship should be constructed
with their staff nurses in the unit by performing the appropriate leadership skill to motivate
the staff nurses in providing quality of care. This comfortable affiliation in the unit will
reduce the burden feeling and will increase the job satisfaction.
5.1.4. Work conditions
A study shows that there is a strong relationship between a creative work climate and
job satisfaction, and manager’s ability to lead has a major affect on work climate (Sellgren,
Ekvall, & Tomson, 2007). In addition, occupational stress, role conflict and role ambiguity
contribute to job satisfaction (Lu et al., 2005). A study on Chinese final year students nurses
about their expected nurses job satisfaction, found that there was a positive significant
relationship between job satisfaction and role conflict and ambiguity (Wu & Norman, 2006).
Furthermore, in another study found that role ambiguity and role overload were the best
predictors of nurses’ job satisfaction, however role conflict was not statistically significant on
the nurses’ job satisfaction (Chen, Chen, Tsai, & Lo, 2007).
District nurses and managers agree that caring work with patients is the precedence to
the customer service and provide job satisfaction. Many nurses feel overwhelmed by their
workload and have little control over the admission of patients to their caseload (Stuart,
Jarvis, & Daniel, 2008). A review suggests that job satisfaction of front line managers may be
improved by addressing span of control and workload (Lee & Cummings, 2008). However,
since the nurse manager could improve the workload, it would enhance the job satisfaction,
for example the Arizona adult health nurse practitioners were most satisfied with the time
(Schiestel, 2007). Nurses feel job dissatisfaction because of their workload, but they consider
performing holistic care is very important thing to be implemented and it will contribute to
their job satisfaction (Seo et al., 2004; Stuart et al., 2008). A study on Intensive Care nurses
nursing, uncertainty about patients’ treatment, behavioral disengagement and positive
reframing (Li & Lambert, 2008). A study on Korean nurses found that routinization had a
significant relationship on nurses’ job satisfaction (Seo et al., 2004).
In order to reduce workplace stress, different methods are applied in different unit. A
study found that the use of medication nursing assistant (MNA) reduced job stress and
increase job satisfaction. The MNA role is accepted by nurse leaders and viewed as benefit
(Walker, 2008). A study on staff nurses in orthopedic unit found that application of Rapid
Response Team (RRT) as an approach to patient care was significantly important in the
orthopedic nurse job satisfaction and an effective recruitment and retention tool nurses in the
orthopedic arena (Metcalf, Scott, Ridgway, & Gibson, 2008). In another unit found that
reallocating work in a more patient-centered way contributed to the higher job satisfaction
(Morgan & Lynn, 2008). Moreover, a study found that nurses’ job satisfaction improved
significantly with the transition from a “mandatory consultation” to a “semi-closed” surgical
intensive care unit (SICU) critical care delivery model (Halm et al., 2005).
5.1.5. Salary
Salary is one contributing factors to the job satisfaction. Some research found
different level of contribution to the nurses’ job satisfaction. In their study, it found that pay
is one of most important components related to the nurses’ job satisfaction (Best & Thurston,
2006; Willem et al., 2007). However, performance-related pay allows increased opportunities
for nurses optimization but does not generally demotivate workers or crowd out intrinsic
motivation (Coomber & Barriball, 2007; Green & Heywood, 2008; Seo et al., 2004). The
traditional satisfiers (pay and benefit) are not the principle satisfiers of recent nurses (Morgan
& Lynn, 2008), and pay was contributed little to job satisfaction (Bjørk et al., 2007; Cowin,
Johnson, Craven, & Marsh, 2008).
5.1.6. Relationship with peers
Interaction has an important contribution to nurses’ job satisfaction (Bjørk et al.,
2007; Curtis, 2007). A study found that the quality of relationship with physician and
co-workers related to job satisfaction (Arikan, Koksal, & Gokce, 2007). Nurses were more
satisfied with open, accurate, and understanding communication with the physician, and
preferred communicating with attending-level physicians than with first year residents
(Manojlovich & Antonakos, 2008). However, it was found that some nurses felt less satisfied
5.1.7. Personal life
Nurses’ personal life was found as one factor contributed to nurses’ job satisfaction in
different aspects. It was found that job satisfaction in younger generation nurses is lower than
older generation nurses due to decision making, job schedule, education, and career
development (Wilson, Squires, Widger, Cranley, & Tourangeau, 2008). The result also
supports a study which found that age and the number of years working in the hospital
significantly correlated with job dissatisfaction (Halm et al., 2005).
A study on nurses in mental health services found that factors influencing levels of
job satisfaction predominantly related to the nurses work location, other factors influencing
job satisfaction included choice of work location, work routine, off duty/staff allocation
arrangements, teamwork and working environment (Ward & Cowman, 2007).
A study result on Filipino nurses showed a moderate positive correlation between
acculturation that leaned toward the American culture and job satisfaction (Ea, Griffin,
L'Eplattenier, & Fitzpatrick, 2008). A study on Nurse Practitioners found that personal
factors, particularly those related to quality of care and respect (Miller, Apold, Baas, Berner,
& Levine-Brill, 2005).
A literature review study found that stress influence on job satisfaction (Coomber &
Barriball, 2007). Furthermore, a study on Turkish hospital nurses found that higher levels of
job satisfaction were associated with positive coping strategies (Golbasi, Kelleci, & Dogan,
2008). Another study also found that personality traits, personality characteristics, and role
stress predicted 24.8% of the variance in job satisfaction (Chen et al., 2007).
5.2. Intrinsic factors
5.2.1. Advancement
Advancement is one among component in intrinsic factor that contributes to the job
satisfaction. A study on psychiatric nurses found that advancement had a moderate
correlation towards job satisfaction (Sharp, 2008). Moreover, organizational support for
5.2.2. Responsibility
A study on psychiatric nurses found that ability utilization had a moderate correlation
towards job satisfaction (Sharp, 2008). It is also found professional competence contributed
to the job satisfaction on nurses who work in a university hospital (Gardulf et al., 2008).
5.2.3. Recognition
Nursing job satisfaction continues to be a significant workplace issue and one that
employers can positively impact with advancement and recognition programs. These efforts
would lead to autonomy and decreased job dissatisfaction (Zurmehly, 2008). Morgan and
Lynn (2008) suggested that nurse manager need to increase recognition in order to increase
nurses’ job satisfaction. However, it was found that adult health nurse practitioners were less
satisfied with benefits (Schiestel, 2007).
5.2.4. Achievement
A study found that there is positive correlations were detected between professional
satisfaction and self-esteem indices (r ¼ 0.249–0.313, P ≤ 0.008) (Karanikola,
Papathanassoglou, Giannakopoulou, & Koutroubas, 2007). In general, it was found that
nurses’ self concept was found to have a positive association with nurses’ job satisfaction
Chapter III
Conclusion
Job satisfaction is one significant issue in nursing which if it tends to become job
dissatisfaction will diminish the quality of care and nursing shortage as well. A higher level
of job satisfaction will increase motivation of the nurses in their daily work. On the other
hand, job dissatisfaction will decrease motivation to perform a high quality of care.
Based on the literature review, it has found that many factors contribute to the nurses’
job satisfaction. It also found that extrinsic factors such as company policy and
administration, autonomy, relationship with supervisors, work condition, salary, relationship
with peers, and personal life have more research evidence that showed the contribution to the
job satisfaction than the intrinsic factors.
Human resource management unit in a hospital and also nurse managers take an
important role in order to increase the staff nurses’ job satisfaction. Hospital policy should
support positively to the nurses’ job. Constructive relationships among interdisciplinary team
should be maintained and be developed, and improvement in nursing workplace condition
References
Arikan, F., Koksal, C. D., & Gokce, C. (2007). Work-related stress, burnout, and job
satisfaction of dialysis nurses in association with perceived relations with professional contacts. Dialysis and Transplantation, 1-7.
Armstrong, M. (2007). A handbook of human resource management practice (10 ed.). Philadelphia: Kogan Page.
Best, M. F., & Thurston, N. E. (2006). Canadian public health nurses' job satisfaction. Public Health Nursing, 23(3), 250-255.
Bjørk, I. T., Samdal, G. B., Hansen, B. S., Tørstad, S., & Hamilton, G. A. (2007). Job satisfaction in a Norwegian population of nurses: A questionnaire survey.
International Journal of Nursing Studies, 44(5), 747-757.
Chen, Y.-M., Chen, S.-H., Tsai, C.-Y., & Lo, L.-Y. (2007). Role stress and job satisfaction for nurse specialists. Journal of Advanced Nursing, 59(5), 497-509.
Coomber, B., & Barriball, K. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: A review of the research literature.
International Journal of Nursing Studies, 44(2), 297-314.
Cowin, L. S., Johnson, M., Craven, R. G., & Marsh, H. W. (2008). Causal modeling of self-concept, job satisfaction, and retention of nurses. International Journal of Nursing Studies, 45(10), 1449-1459.
Cummings, G. G., Olson, K., Hayduk, L., Bakker, D., Fitch, M., Green, E., et al. (2008). The relationship between nursing leadership and nurses' job satisfaction in Canadian oncology work environments. Journal of Nursing Management, 16, 508-518. Curtis, E. A. (2007). Job satisfaction: a survey of nurses inthe Republic of Ireland.
International Nursing Review, 54, 92-99.
Ea, E. E., Griffin, M. Q., L'Eplattenier, N., & Fitzpatrick, J. J. (2008). Job satisfaction and acculturation among Filipino registered nurse. Journal of Nursing Scholarship, 40(1), 46-51.
Gardulf, A., Orton, M.-L., Eriksson, L. E., Unden, M., Arnetz, B., Kajermo, K. N., et al. (2008). Factors of importance for work satisfaction among nurses in a university hospital in Sweden. Scandinavian Journal of Caring Science, 22, 151-160. Golbasi, Z., Kelleci, M., & Dogan, S. (2008). Relationships between coping strategies,
individual characteristics and job satisfaction in a sample of hospital nurses: Cross-sectional questionnaire survey. International Journal of Nursing Studies, In Press, Corrected Proof.
Green, C., & Heywood, J. S. (2008). Does performance pay increase job satisfaction?
Economica, 75, 710-728.
Güleryüz, G., Güney, S., AydIn, E. M., & Asan, Ö. (2008). The mediating effect of job satisfaction between emotional intelligence and organisational commitment of nurses: A questionnaire survey. International Journal of Nursing Studies, 45(11), 1625-1635. Halm, M., Peterson, M., Kandels, M., Sabo, J., Blalock, M., Braden, R., et al. (2005).
Hospital nurse staffing and patient mortality, emotional exhaustion, and job dissatisfaction. Clinical Nurse Specialist, 19(5), 241-251.
Karanikola, M. N., Papathanassoglou, E. D. E., Giannakopoulou, M., & Koutroubas, A. (2007). Pilot exploration of the association between self-esteem and professional satisfaction in Hellenic Hospital nurses. Journal of Nursing Management, 15, 78-90. Kuo, H.-T., Yin, T. J.-C., & Li, I.-C. (2008). Relationship between organizational
Larrabee, J. H., Janney, M. A., Ostrow, C. L., Withrow, M. L., Hobbs, G. R., & Burant, C. (2003). Predicting registered nurse job satisfaction and intent to leave. Journal of Nursing Administration, 33(5), 271-283.
Lee, H., & Cummings, G. G. (2008). Factors influencing job satisfaction of front line nurse managers: a systematic review. journal of Nursing Management, 16, 768-783. Li, J., & Lambert, V. A. (2008). Job satisfaction among intensive care nurses from the
People’s Republic of China. International Nursing Review, 55(1), 34-39. Lu, H., While, A. E., & Barriball, K. (2005). Job satisfaction among nurses: a literature
review. International Journal of Nursing Studies, 42(2), 211-227.
Lu, K.-Y., Chang, L.-C., & Wu, H.-L. (2007). Relationships between professional commitment, job satisfaction, and work stress in public health nurses in Taiwan.
Journal of Professional Nursing, 23(2), 110-116.
Manojlovich, M., & Antonakos, C. (2008). Satisfaction of intensive care unit nurses with nurse-physician communication. Journal of Nursing Administration, 38(5), 237-243. Metcalf, R., Scott, S., Ridgway, M., & Gibson, D. (2008). Rapid response team approach to
staff satisfaction. Journal of Orthopaedic Nursing, 27(5), 266-273.
Miller, K., Apold, S., Baas, L., Berner, B., & Levine-Brill, E. (2005). Job Satisfaction Among Nurse Practitioners. The Journal for Nurse Practitioners, 1(1), 30-33.
Morgan, J. C., & Lynn, M. R. (2008). Satisfaction in nursing in the context of shortage.
Journal of Nursing Management, 1-10.
Nancarrow, S. (2007). The impact of intermediate care services on job satisfaction, skills and career development opportunities. Journal of Clinical Nursing, 16, 1222-1229. Oyler, J. D. (2007). Core Self-Evaluations and Job Satisfaction: the Role of Organizational
and Community Embeddedness. Unpublished PDF, Virginia Polytechnic Institute and State University, Blacksburg, VA.
Robbins, S. P. (2001). Organizational Behaviour (9 ed.). New Jersey: Prentice-Hall.
Schiestel, C. (2007). Job satisfaction among Arizona adult nurse practitioners. Journal of the American Academy of Nurse Practitioners, 19, 30-34.
Sellgren, S. F., Ekvall, G., & Tomson, G. (2007). Leadership behaviour of nurse managers in relation to job satisfaction and work climate. Journal of Nursing Management, 16, 578-587.
Seo, Y., Ko, J., & Price, J. L. (2004). The determinants of job satisfaction among hospital nurses: a model estimation in Korea. International Journal of Nursing Studies, 41(4), 437-446.
Sharp, T. P. (2008). Job satisfaction among psychiatric registerd nurses in new England
Journal of Psychiatric and Mental Health Nursing, 15, 374-378.
Stuart, E. H., Jarvis, A., & Daniel, K. (2008). A ward without walls? District nurses'
perceptions of their workload management priorities and job satisfaction. Journal of Clinical Nursing, 17, 3012-3020.
Walker, M. J. (2008). Effects of the medication nursing assistant role on nurse job
satisfaction and stress in long term care. Journal of Nursing Administration Quality, 32(4), 296-300.
Ward, M., & Cowman, S. (2007). Job satisfaction in psychiatric nursing. Journal of Psychiatric and Mental Health Nursing 14, 454-461.
Willem, A., Buelens, M., & De Jonghe, I. (2007). Impact of organizational structure on nurses' job satisfaction: A questionnaire survey. International Journal of Nursing Studies, 44(6), 1011-1020.
Wu, L., & Norman, I. J. (2006). An investigation of job satisfaction, organizational
commitment and role conflict and ambiguity in a sample of Chinese undergraduate nursing students. Nurse Education Today, 26(4), 304-314.
