Examining the work-related psychological states of nurse practitioners and physician assistants is important, given their increased role expansion. The current PRISMA-guided review examined studies...

https://journals.sagepub.com/doi/pdf/10.1177/1077558717730157

Satisfaction, Burnout, and Turnover Among Nurse Practitioners and Physician Assistants: A Review of the Empirical Literature.

Purpose: Empowering workplaces provide practitioners with access to information, support, resources, and opportunities to learn and grow. Empowerment is also a psychological process, which occurs when one has a sense of motivation in relation to the workplace environment. There is no previous research on the relationship of psychological empowerment and structural empowerment in nurse practitioner (NP) practice.

Data Sources: Structural empowerment was measured using the conditions of work effectiveness questionnaire-II (CWEQ-II), and psychological empowerment was measured using Spreitzer's psychological empowerment scale. The sample consisted of 74 NPs in the state of Connecticut. The correlational scores for the instruments were derived with n = 72 as two subjects had extreme scores on multiple variables and were excluded. There were significant correlations between psychological and structural empowerment for total scores, and within 10 of these tools' subscales.

Conclusions: The NPs who participated in this study scored high on perceptions of structural empowerment and psychological empowerment. The results of the psychological empowerment instrument indicated that the NPs value their work and find meaning in what they do.

Implications for Practice: The relationships between psychological empowerment and structural empowerment have been linked to work effectiveness, quality patient care, cost-effectiveness, and retention. Study results support an implication that it is of critical importance for the organization or practice setting to facilitate both psychological and structural empowerment to the NP to ensure successful practice.

Psychological empowerment and structural empowerment among nurse practitioners.

Relationships between coping strategies, individual characteristics and job satisfaction in a sample of hospital nurses: cross-sectional questionnaire survey.

Purpose:To examine the level of job satisfaction and test a theoretical model of the direct and indirect effects of job satisfaction, and individual nurse and agency characteristics, on intent to stay and retention for home healthcare nurses.

Design:A descriptive correlation study of home healthcare nurses in six New England states.

Methods:Home healthcare nurse job satisfaction self-report data was collected with the HHNJS survey questionnaire & Retention Survey Questionnaire.

Findings:Based on a structural equation model, job tenure and job satisfaction were the strongest predictors of nurse retention.

Conclusions:Understanding the variables associated with home healthcare nurse retention can help agencies retain nurses in a time of severe nurse shortages and increased patient demand.

Clinical Relevance:Predicted nursing shortages and increasing demand have made the retention of experienced, qualified nursing staff essential to assure access to high-quality home healthcare services in the future.

Predictors of Home Healthcare Nurse Retention

BACKGROUND : Leadership style of nurse managers plays a significant role in nurses’ job satisfaction. However, there is limited literature in areas related to nurses’ manager leadership style. The objective of this research was thus to investigate the relationship between leadership style of nurse managers and nurses’ job satisfaction in Jimma University Specialized Hospital. METHODS : The study was conducted at Jimma University Specialized Hospital from January to June 2012 and used a non-experimental correlation design. All full time, non-supervisory nurses with an experience of more than one year in nursing profession were participated in the study. The Multifactor Leadership Questionnaire and Minnesota Satisfaction Questionnaire were used to collect data. Data were entered and analyzed using SPSS version16.0 statistical software. The results were analyzed through descriptive statistics followed by the application of inferential statistics on the variables. Significance level was considered when p<0.05. RESULTS : A total of 175 copies of the questionnaires were returned out of 186 copies distributed to respondents. The result indicated that nurses can prefer transformational leadership style over transactional leadership style and had moderate-level intrinsic (M=2.72, SD=0.71) but low level of extrinsic job satisfaction (M=1.83, SD=0.68). Furthermore, from transactional leadership, only contingent reward was found to be statically significant and correlated with extrinsic (B=0.45, p<0.01) and intrinsic job satisfaction (B=0.32, p<0.05) while all five dimension of transformational leadership style were statistically significant and correlated with both intrinsic and extrinsic job satisfaction. CONCLUSION : Nurses tended to be more satisfied with the transformational leadership than transactional leadership style. Therefore, nurses’ managers should use transformational leadership style in order to increase nurses’ job satisfaction. KEYWORDS : Leadership, Nurses, Job satisfaction, Jimma University Specialized Hospital

/pdf/relationship-between-leadership-styles-of-nurse-managers-and-4h706b609d.pdf

Relationship between leadership styles of nurse managers and nurses' job satisfaction in Jimma University Specialized Hospital.

Purpose
To describe the current level of job satisfaction of nurse practitioners (NPs) in one Midwestern state.

Data sources
This study utilized descriptive correlation design to examine factors that lead to job satisfaction and dissatisfaction among a randomized sample of licensed NPs from a Midwestern state. The sample of 147 NPs (63% return rate) completed self-administered questionnaires about various characteristics of their jobs. Descriptive statistics and correlations were used to analyze the data. The theoretical foundation for the study was Herzberg's Dual Factor Theory of Job Satisfaction.

Conclusions
Overall job satisfaction of NPs was minimally satisfied to satisfied. NPs were most satisfied with intrinsic factors and least satisfied with extrinsic factors of their jobs. Factors NPs were most satisfied with were sense of accomplishment, challenge in work, level of autonomy, patient mix, and ability to deliver quality care. NPs were least satisfied with time off to serve on professional committees, reward distribution, amount of involvement in research, opportunity to receive compensation for services outside normal duties, and monetary bonuses available in addition to salary. NPs with 0–1 year practice experience were the most satisfied with their jobs, but satisfaction scores fell steadily with each additional year of experience, reaching a plateau between the 8th to 11th years of practice.

Implications for practice
Improving job satisfaction for NPs is critical to recruit and retain advanced practice nurses to enhance access to quality, cost-effective care for all patient populations. Satisfied NPs can potentially reduce healthcare costs associated with employee turnover. Employers must look at extrinsic factors such as compensation and opportunities for professional growth to enhance NP job satisfaction.

Measurement of nurse practitioner job satisfaction in a midwestern state

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Measurement of nurse practitioner job satisfaction in a midwestern state