factors affecting job satisfaction literature review

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Job Satisfaction and Associated Factors among Health Professionals Working at Public and Private Hospitals in Bahir Dar City, Northwest Ethiopia: A Comparative Cross-Sectional Study

1 Bahir Dar City Administration, Amhara National Regional State, Bahir Dar, Ethiopia

Gashaw Andargie Biks

2 Department of Health Systems and Policy, Institute of Public Health, College of Medicine and Health Sciences, University of Gondar, Gondar, Ethiopia

Endalkachew Dellie

Lake yazachew, associated data.

All the data were included in the study, and data will be available upon a responsible request from the corresponding author.

Introduction

Job satisfaction is a pleasurable or positive emotional state resulting from evaluating one's job or job experiences. However, knowledge of workplace factors that either satisfy employees to keep working or dissatisfy them making them leave their jobs or working places is essential for decision-making. Thus, this study is aimed at assessing job satisfaction and associated factors among healthcare professionals working at public and private hospitals in Bahir Dar city, northwest Ethiopia.

An institution-based comparative cross-sectional study design was conducted from 10 February 2020 to 29 May 2020. A total of 520 health professionals were selected from public and private health facilities using stratified systematic random sampling techniques. Data were collected using structured pretested self-administered questionnaires. A binary logistic regression model with Huber-White robust standard error was fitted to identify job satisfaction and associated factors among healthcare professionals working at public and private hospitals. A less than 0.05 p value and an Adjusted Odds Ratio (AOR) with 95% Confidence Interval (CI) were considered to have a statistically significant association with the outcome variable.

The overall magnitude of job satisfaction was 55.2% (95% CI: 51.0, 59.4%). At public and private hospitals, the provider's satisfaction was 29.0% (95% CI: 23.2, 35.1%) and 81.23% (95% CI: 76.6, 85.8%), respectively. Working at private hospital (AOR: 8.89; 95% CI: 5.14, 15.35), pleasant nature of work (AOR:  1.82; 95% CI: 1.05, 3.15), autonomy (AOR: 2.37; 95% CI: 1.29, 4.33), adequate supportive supervision (AOR: 2.42; 95% CI: 1.33, 4.40), good reward and recognition (AOR: 3.04; 95% CI: 1.37, 6.75), and high normative commitment (AOR: 2.57; 95% CI: 1.48, 4.43) were factors affecting the overall job satisfaction of health professionals.

Conclusions

The magnitude of job satisfaction was relatively low in private and public hospital health professionals and severe among health professionals working in public hospitals. Healthcare policy-makers and hospital managers need to develop and institutionalize evidence-based satisfaction strategies considering the predictors of health professional's job satisfaction.

1. Introduction

The Ethiopian healthcare system promotes public-private partnerships to ensure equity and quality of healthcare delivery. The public sector is composed of government health organizations that primarily serve the poor segment of the population. In contrast, the private sector is composed of private health facilities for-profit and serves the population segment who can afford out-of-pocket payment [ 1 ]. To ensure equity and quality of healthcare provided, availability and accessibility of highly committed and well-performing healthcare professionals are paramount [ 1 – 3 ]. Consequently, healthcare professionals' job satisfaction is a fundamental issue in improving access and quality healthcare for the population [ 4 ]. Job satisfaction is a pleasurable or positive emotional state resulting from evaluating one's job or job experiences [ 3 , 5 ].

The job satisfaction of healthcare professionals is highly important in building up employee interest and efficiency. Higher job satisfaction determines better employee performance and a higher level of patient satisfaction ultimately to gain competitive advantage and greater productivity of the organization [ 4 , 6 ]. Researchers found that employees satisfied with their job prefer to stay with their employers [ 7 ].

However, various findings showed that job satisfaction among health workers is low [ 8 , 9 ]. In Asian countries, various cross-sectional studies reported the level of job satisfaction as Vietnam 41.8% [ 10 ], Pakistan 41% [ 11 ], Nepal 76% [ 12 ], and Sri Lanka 23.7% [ 13 ]. Similarly, studies in Africa reported the peak level of job satisfaction owned by Nigeria (90.4%) [ 14 ] and the least being in Ghana (36.4%) [ 15 ]. In Ethiopia, numerous studies showed that the magnitude of job satisfaction stretched from 41.46% in western Ethiopia to 60.3% in Jimma [ 6 , 16 – 21 ].

Several studies showed a significant and positive relationship between demographic factors such as age, working experience, profession, level of education, and gross monthly salary with job satisfaction [ 4 , 22 ]. According to the level of education, job satisfaction levels of healthcare staff with high school and technical school degrees were lower than healthcare staff with university degrees and master's and above degrees. Specialist doctors, practitioner doctors, and health officers tended to show greater job satisfaction than nurses [ 23 ].

According to different studies, opportunities for reward, nature of work, supervision, relations, contact with colleagues, training, and benefit status of the organization were factors affecting employees' job satisfaction [ 8 , 24 , 25 ]. Employees feel satisfied in organizations that allow them to participate in decision-making processes, improve their skills and knowledge, and enhance work autonomy [ 3 ], whereas too many working hours, administrative burdens, heavy workload, lack of time, poor performance evaluation system, and lack of recognition were factors identified as decreasing job satisfaction [ 26 – 28 ].

Employee job satisfaction is also influenced by working space and responsibility, opportunity to develop, staff relations [ 4 , 29 ], quality of the working environment, and organizational commitment [ 30 ]. In particular, a study done in the United States hypothesized that “organizational commitment is directly related to job satisfaction,” and the study results confirmed that job satisfaction was strongly interrelated and associated with organizational commitment in a study done in Iran [ 31 , 32 ].

Similarly, previous researchers found that health workers in Ethiopia tend to be unsatisfied with many aspects of their job, for instance, training opportunities, decision-making autonomy, poor working environment, and their chances of promotion [ 33 – 36 ].

Furthermore, there are limited studies on job satisfaction and associated factors in the study area as to our search. Besides, no comparative study is conducted at all in the study area.

Therefore, this study is aimed at assessing job satisfaction and associated factors among healthcare professionals working at public and private hospitals in Bahir Dar city, northwest Ethiopia.

Thus, this study will let managers better understand the underlying issues to implement strategies to improve health organization policy and principles.

2.1. Study Design and Settings

A facility-based comparative cross-sectional study was conducted from 10 February 2020 to 29 May 2020 to assess job satisfaction and associated factors among healthcare professionals working at public and private hospitals in Bahir Dar city. Bahir Dar city is the Amhara National Regional State's capital city, Ethiopia, located 565 km from Addis Ababa to the northwest. Based on Ethiopia's 2007 Central Statistical Agency (CSA) report, Bahir Dar city had 339683 [ 37 ]. The city had been divided into six subcities and 24 kebeles (the smallest administrative units in Ethiopia). The city has three public hospitals, ten public health centers, four private hospitals, and thirty private clinics. According to the Amhara National Regional State health bureau performance report of 2019, there were 1653 and 504 health professionals in public and private hospitals in Bahir Dar city who provide services [ 37 ]. Information obtained from these hospitals' administrative offices provides different outpatient, inpatient, and operation room theatre services.

3. Population and Sampling

This study's source population was all health professionals working at public and private hospitals in Bahir Dar city. Likewise, all health professionals who were working for at least six months at public and private hospitals in Bahir Dar city during the study period were the study populations. Contract and voluntary employees were excluded from the study.

The sample size for the proportion of job satisfaction was determined using a double population proportion formula. An assumption of 95% confidence level, 80% power, P1 (proportion of patient satisfaction at public hospitals) 31.7% [ 25 ], P2 (proportion of patient satisfaction at a private hospital) 50%, and 10% nonresponse rate was considered. The final sample size for n1 (for public hospitals) = 271 and n2 (for private hospitals) = 271 yielded a total of 542.

The participants were identified by using a systematic sampling technique. The list of health workers was taken from payroll in the human resource management department.

3.1. Variables and Measurement

3.1.1. health professional.

A health professional is anyone who has earned a diploma and/or bachelor's degree or higher in health science from an accredited college or university.

The dependent variable for this study was job satisfaction. It was measured by a five-point Likert scale (1: very dissatisfied to 5: very satisfied) of 20 items. Respondents who scored 60% and above the sum of the satisfaction scales were considered satisfied [ 38 ].

3.1.2. Organizational Commitment

Organization commitment is a health professional's degree of attachment towards their employer. Three dimension scales measured it; a score with more than 60% of the commitment scales' sum represented a high organizational commitment [ 39 ].

Affective commitment is a health professional's attitude regarding the alignment of personal and organizational goals. This was measured by using three items, and a 5-point Likert scale scored each item from one, denoting “strongly disagree,” to five “strongly agree.”

3.1.3. Continuance Commitment

Continuance commitment is a health professional's desire to stay with the organization in light of costs associated with leaving (i.e., seniority and pension plans). This was measured by using three items, and each was scored on a 5-point Likert scale with one denoting “strongly disagree” and five representing “strongly agree.”

3.1.4. Normative Commitment

Normative commitment is a health professional's decision to stay with an organization because he or she feels obligated. This was measured using three items; each was scored on a 5-point Likert scale, with one denoting strongly disagree and five strongly agree.

3.1.5. Work Environment

Work environment describes the quality of the working environment, both its physical attributes and the degree to which it provides meaningful work. It was measured by using four items; each was scored on a 5-point Likert scale.

3.1.6. Supervisor Support

Supervisor support describes the supervisors' responsibility both in preventing and in solving employee problems. It was measured by using ten items, each scored on a 5-point Likert scale.

3.1.7. Recognition and Reward

Recognition and reward describe employee perception about the way they are encouraged. It was measured by 5-point Likert scale questions with one denoted very disagree and five very agree.

3.1.8. Coworker Relationship

Coworker relationship describes the participants' interpersonal relationships within their workplace. It was measured by using four items, each scored on a 5-point Likert scale.

3.1.9. Pay and Benefit

Pay and benefit describe employees' expectations of fairness and adequate compensation on a day's pay for a day's work. It was measured by using four items, each scored on a 5-point Likert scale.

3.1.10. Educational Opportunity

Educational opportunity describes the availability of advancement opportunities for employees within the organization. It was measured by using four items, each scored on a 5-point Likert scale.

3.1.11. Organizational Policy

The organizational policy describes the way how an organization implements policy and strategy. It was measured by using four items, each scored on a 5-point Likert scale.

3.1.12. Autonomy

Autonomy reflects participants' autonomy in initiating and continuing their work behaviors and processes, such as making decisions about work methods, pace, and effort. It was measured by using two items, each scored on a 5-point Likert scale.

3.1.13. Performance Appraisal

Performance appraisal describes the participants feeling on the measurement of their actual performance. It was measured by using three items, each scored on a 5-point Likert scale.

3.1.14. Nature of Work

Nature of work describes the type of work the participants do (variety, meaningfulness). It was measured using nine items each scored on a 5-point Likert scale.

3.1.15. Workload

Workload describes the participant's work requirement, the amount of time, and resources for this requirement. It was measured by using six items, each scored on a 5-point Likert scale.

3.2. Data Collection Tools and Procedure

Data were collected using a Minnesota Satisfaction Questionnaire (MSQ) and a pretested and structured self-administered questionnaire and adopted from previously published literature [ 38 ]. The questionnaire was prepared in English and translated to Amharic, then returned to English to check its consistency. The tool's reliability for each subscale was checked using Cronbach's alpha reliability test with a score of greater than 0.83.

To ensure the data quality, two diploma nurses and one BSc public health professional were recruited as data collectors and supervisors, respectively. Also, training regarding the study objectives and data collection process was given to data collectors and supervisors for one day. Moreover, the questionnaire was pretested among 5% of the sample size in Gondar Referral Hospital. Participants were informed that the codes were used to facilitate tracking of the completeness of their respective questionnaires. The supervisors and the principal investigator were responsible for checking on the completeness of the data on-site. Incomplete questionnaires were put in offices arranged for this purpose so that participants completed their questionnaires. Furthermore, intensive supervision was done by the supervisors and principal investigators throughout the data collection period. All participants were acknowledged for their time and assistance.

3.3. Data Processing and Analysis

After the data was checked for its consistency and completeness, data were entered into EpiData version 4.6 and exported to SPSS version 20 for further analysis. Descriptive analysis was done for each variable in the study by running frequencies and percentages. Tables and charts were used for presenting results to give a clear picture of the magnitude and relationships of various study variables. Binary logistic regression and multiple logistic regression analyses were used to determine the significant association between the independent and dependent variables. In the logistic regression model, an estimator with the Huber-White robust standard errors was used. Variables with a p value of less than 0.2 in the binary logistic regression analysis were candidates for multiple logistic regression analysis. Association between the independent and dependent variables was considered significant when the p value was less than 0.05 from multiple logistic regression analysis.

4.1. Sociodemographic Characteristics of the Respondents

A total of 520 study participants were involved in this study, with a response rate of 95.9%. Two hundred fifty-nine participants with a response rate of 95.9% were from the public hospitals, and 261 respondents with a 96.3% response rate were from the private hospitals. The median age of the participants was 26 (IQR = 25-31) years. Half of the respondents were male, 260 (50%), and most of the respondents were married 318 (61.2%). Three hundred nineteen (61.3%) of the respondents had a bachelor's degree, and two hundred forty-six (47.3%) of the respondents had 1-5 years of work experience. The median monthly salary of the respondents was 5294 (IQR = 2300-22180) Ethiopian birr. Around 423 (81.3%) and 493 (94.8%) of respondents were Orthodox Christian followers and Amhara in their ethnicity, respectively.

The majority of respondents were male, 132 (51%), and more than half of the respondents were married 173 (66.8%). One hundred seventy-nine (69%) of the respondents had a bachelor's degree, and one hundred ten (42.5%) of the respondents had 6-10 years of work experience. The respondents' median monthly salary was 5294 Ethiopian birr with an interquartile range (2411-13140). The median age (IQR) of the study participants was 27 (24-30) years, ranging from 21 to 50 years, and the greatest number of study participants, 183 (70.1%), is under the age category between 20 and 29 years. The majority of respondents were female 133 (51%), and more than half of the respondents were married 145 (55.6%). One hundred forty (53.6%) of the respondents had a bachelor's degree, and one hundred forty-seven (56.3%) of the respondents had 1-5 years of work experience. The respondents' median monthly salary was 4646 Ethiopian birr with an interquartile range (3500-6700) and ranges from 2300 to 22180 ( Table 1 ).

Sociodemographic characteristics of the respondents at public and private hospitals, Bahir Dar city, Ethiopia ( n = 520), 2020.

Others in profession: health officer, anesthesiologist, and radiographer; N : number. Others in ethnicity: SNNPs, Benishangul-Gumuz, and Gambella. Others in religion: Adventist, pagan.

4.2. Organizational and Job-Related Characteristics of Respondents

Overall, 51.0% and 59.6% of respondents worked in a pleasant and safe working environment, respectively. Around 48.5% and 60.8% of respondents got adequate supportive supervision and freedom on their jobs, respectively. Only 21.6% and 37.5% of the participants were given a clear job description and used their annual leave in public hospitals.

The majority of the respondents, 88.4% at the public and 87% at private hospitals, had a high workload. About 37.5% and 69% of public and private hospitals had got short-term training. Twelve and 17.4% of participants were satisfied with recognition, reward, and pay and benefit in public hospitals. Similarly, most of the respondents 87.7%, 63.6%, and 82.8% had good coworker relationships, adequate supportive supervision, and high affective commitment in private hospitals, respectively ( Table 2 ).

Organizational and job-related characteristics of health professionals working at public and private hospitals, Bahir Dar city, Ethiopia ( n = 520), 2020.

4.3. Magnitude of Job Satisfaction

In this study, among job satisfaction items, the highest respondents' value was for the praise they get for doing a good job (67.1%), whereas the lowest respondents' value was for the way their coworkers get along with each other (47.9%). Healthcare professionals' overall magnitude of job satisfaction was 55.2% (95% CI: 51.0, 59.4%). However, the magnitude of job satisfaction at the public hospital was 29.0% (95% CI: 23.2, 35.1%) and at the private hospitals was 81.23% (95% CI: 76.6, 85.8%) ( Table 3 ).

Magnitude of job satisfaction among health professionals working at public and private hospitals, Bahir Dar city, Ethiopia ( n = 520), 2020.

NB: VD: very dissatisfied; D: dissatisfied; N: neutral; S: satisfied; VS: very satisfied; n : number of participants.

4.4. Factors Associated with Health Worker Job Satisfaction in Public and Private Hospitals

The multivariable logistic regression analysis, age, performance appraisal, reward and recognition, and normative commitment were significant variables for job satisfaction in public hospitals. Respondents aged greater than or equal to 30 years were 13 times more satisfied (AOR: 13.06; 95% CI: 4.83, 35.34) compared to respondents aged less than 30 years. Healthcare professionals who agree with the performance appraisal practice were 86% less likely to be satisfied than those who disagree with the performance appraisal practice (AOR: 0.24; 95% CI: 0.09, 0.63). Healthcare professionals who got good rewards and recognition were 4.09 times more likely to be satisfied compared to those who did not get good rewards and recognition (AOR: 4.9; 95% CI: 1.17, 14.29). Study participants with high normative commitment were 3.14 times more likely to be satisfied than those with low normative commitment (AOR: 3.14; 95% CI: 1.30, 7.61) ( Table 4 ).

Bivariable and multivariable analyses of factors associated with job satisfaction, public and private hospitals in Bahir Dar city, 2020 ( N = 261).

∗∗ p value < 0.01; ∗ p value < 0.05. 1 = reference category; NA: not applicable.

Job description, nature of work, and autonomy were significant variables for job satisfaction in private hospitals. Accordingly, the respondents who got clear job descriptions were 5.59 times more likely to be satisfied than their counterparts (AOR: 5.59; 95% CI: 1.28, 24.31). Healthcare professionals working in the pleasant nature of work were 71% less likely to be satisfied than those working in unpleasant work (AOR: 0.29; 95% CI: 0.10, 0.85). Healthcare professionals who had autonomy in decision-making were 3.0 times more likely to be satisfied compared to their counterparts (AOR: 3.00; 95% CI: 1.01, 8.95) ( Table 4 ).

4.5. Factors Associated with Overall Health Professional Job Satisfaction

In the final multivariable logistic regression analysis model, workplace work, job description, nature of work, autonomy, supportive supervision, reward and recognition, and normative commitment were factors associated with overall job satisfaction ( p < 0.05). Subsequently, health professionals working in private hospitals were 8.89 times more likely to be satisfied as compared to those who work in public hospitals (AOR: 8.89; 95% CI: 5.14, 15.35).

Healthcare professionals working in the pleasant nature of work were 1.82 times more likely to be satisfied than those working in the unpleasant nature of work (AOR: 1.82; 95% CI: 1.05, 3.15). Study participants who had autonomy for decision-making were 2.37 times more likely to be satisfied as compared to those who had no autonomy for decision-making (AOR: 2.37; 95% CI: 1.29, 4.33). Respondents who got adequate integrated supportive supervision were 2.42 times more likely to be satisfied with their job compared to those who did not get adequate supervision (AOR: 2.42; 95% CI: 1.33, 4.40).

Healthcare professionals who got good rewards and recognition were 3.04 times more likely to be satisfied compared to those who did not get good rewards and recognition (AOR: 3.04; 95% CI: 1.37, 6.75). Study participants with high normative commitment were 2.57 times more likely to be satisfied than those with low normative commitment (AOR: 2.57; 95% CI: 1.48, 4.43) ( Table 5 ).

Bivariable and multivariable analyses of factors associated with overall job satisfaction, hospitals in Bahir Dar city, 2020 ( N = 520).

∗∗ Significant at p value < 0.01; ∗ significant at p value < 0.05; 1 = reference category.

5. Discussion

In this study, the magnitude of overall job satisfaction was found to be 55.2 (51.0, 59.4)%. The finding showed that the health professionals working at private hospitals were more satisfied 81.2% (76.6, 85.8%) than those working at public hospitals 29 (23.2, 35.1%). This discrepancy could have resulted from differences in infrastructure in the health institutions, administrative issues, socioeconomic characteristics, and healthcare workers' organizational setup.

In this study, the magnitude of overall job satisfaction was comparable with previous studies conducted among health professionals in Ethiopia, at Addis Ababa 52.9% [ 17 ], East Gojjam zone (54.2%) [ 16 ], and northwest Ethiopia (46.9%) [ 20 ]. But this finding was lower than those of studies conducted in Jimma University Specialized Hospital 60.3% [ 19 ], Nepal (76%) [ 12 ], and Nigeria (90.4%) [ 14 ]. On the other hand, it is higher than studies done among health professionals in Ghana 36.4% [ 15 ], Vietnam 41.8% [ 10 ], Pakistan 41% [ 11 ], India 24.7% [ 5 ], Sri Lanka 23.7% [ 13 ], Harari region in Ethiopia 44.2% [ 6 ], western Ethiopia 41.46% [ 21 ], and Amhara region 46.9% [ 18 ]. The possible reasons for this variation might be due to the study time differences, differences in socioeconomic status, and differences in the study's geographical area.

In this study, the magnitude of job satisfaction at the public hospitals was lower than studies done in Vietnam, 41.8% [ 10 ]; Pakistan, 41% [ 11 ]; Ghana, 36.4% [ 15 ]; Harari region in Ethiopia, 44.2% [ 6 ]; Jimma University Specialized Hospital, 60.3% [ 19 ]; and Amhara region, 46.9% [ 18 ]. The magnitude of job satisfaction in private hospitals in this study was higher than in a study conducted in Nepal (76%) [ 12 ]. On the other hand, it was lower than a study conducted in Nigeria (90.4%) [ 14 ]. However, it is higher than studies done in Ethiopia [ 11 , 17 , 19 , 20 ]. Possible reasons for this variation might be the differences in infrastructure in the health institutions, study area differences, and the tools used to measure the outcome variable that might affect job satisfaction. In this study, the tools used to measure the outcome variable were the Minnesota Satisfaction Questionnaire, whereas the majority of previous studies used other tools like the Job Satisfaction Survey (JSS) and Satisfaction of Employees in Healthcare (SEHC).

The odds of job satisfaction were higher among healthcare professionals who work in private hospitals. This was supported by other studies conducted in China and New York [ 7 , 23 ].

Healthcare professionals working in a pleasant nature of work were more likely to be satisfied than those who are working in an unpleasant nature of work. This finding is supported by other studies carried out elsewhere [ 8 , 40 ]. This can be the fact that if employees are engaged with a kind of work and they labeled it as worthwhile, are with pride, and are able to see results, it is likely that they will be satisfied with their job. Study participants who had autonomy for decision-making were more likely to be satisfied as compared to those who had no autonomy for decision-making. This finding is congruent with other studies conducted in India and Chicago [ 3 , 26 ]. This can be explained as when employees had freedom of decision to accomplish their assigned task and chance to control scheduling of their work, they are likely to be satisfied.

Besides, in this study, health professionals who got adequate supportive supervision were more likely to be satisfied with their job as compared to those who did not get supportive supervision. This finding was consistent with a study from the western Amhara region [ 25 ]. These factors were opportunities for reward, nature of work, supervision, and benefit status of the organization [ 8 ]. Health professionals who got rewards and recognition were more likely to be satisfied with their job than those who did not get rewards and recognition. Also, those working in a pleasant nature of work were more satisfied than those who worked in the unpleasant nature of work. This finding was in line with a study conducted elsewhere [ 8 ]. Finally, healthcare professionals who reported a high normative commitment were more likely to be satisfied with their job than their counterparts. This was consistent with a study conducted elsewhere [ 41 ]. This was because if employees feel a sense of belongingness or are involved and linked emotionally with the organization, they are likely to be satisfied.

6. Strength and Limitations of the Study

The possible limitation of the study was social desirability and a recall bias which may lead to artificially inflated variables. To minimize this effect, a self-administered questionnaire was used. Besides, variables were categorized, which may probably hide information. Furthermore, this study was not triangulated with a qualitative method.

7. Conclusions

The magnitude of job satisfaction was relatively low in both private and public hospital health professionals and severe among health professionals working in public hospitals. This study revealed that healthcare professionals' job satisfaction was relatively low in private and public hospitals and somehow severe in the public hospitals at Bahir Dar city. The pleasant nature of work, good reward and recognition system, and high affective commitment were positively associated with healthcare professional's job satisfaction at the private hospitals. Being a medical doctor and pharmacy professional, a safe work environment, and adequate supportive supervision positively influence public hospitals' job satisfaction. In light of this finding, healthcare policy-makers and hospital administrators should consider the identified factors to improve healthcare professionals' job satisfaction in private and public hospitals.

Acknowledgments

We would like to thank the University of Gondar, College of Medicine and Health Sciences, Institute of Public Health, Department of Health Systems and Policy, for making this thesis work by giving ethical clearance, assigning advisors, and giving financial support. We forward our appreciation to the health managers for allowing us to conduct this research and their cooperation. Finally, we would like to thank study participants for their volunteer participation and data collectors and supervisors for their genuineness and quality of work during data collection. The University of Gondar sponsored this study.

Abbreviations

Data Availability

Ethical approval.

The Institutional Ethical Review Board of the University of Gondar approved the study. Ethical clearance was obtained from the board on behalf of the public health school (Ref. No. IPH/837/2020). Upon this clearance, additional written permission to conduct the study was obtained from the manager of public and private health institutions. The human resource manager was told about the purpose of the study.

Written informed consent was obtained from participants to confirm willingness. They were notified that they have the right to refuse or terminate at any point in the interview. The extracted information was not used other than for study purposes. The extracted information was locked in a file cabinet in the researcher's position only and finally burnt.

The University of Gondar has no role in the decision to publish, manuscript preparation, and publication.

Conflicts of Interest

The authors declare that they have no conflicts of interests.

Authors' Contributions

AG designed the study, developed data collection tools, analyzed and interpreted data, and drafted the paper. GA, ED, and LY developed the study proposal, analysis, and interpretation, revised drafts of the paper, and revised the manuscript. All authors read, revised, and approved the final manuscript.

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Factors affecting allied health faculty job satisfaction: a literature review

Affiliation.

• 1 University of Medicine and Dentistry of New Jersey, School of Health Related Professions, 65 Bergen Street, Newark, NJ 07101-1709, USA. [email protected]
• PMID: 21399846

Evidence in the literature suggests job satisfaction can make a difference in keeping qualified workers on the job, but little research has been conducted focusing specifically on allied health faculty. In order to attract and retain top quality faculty, colleges and universities should understand the variables impacting faculty satisfaction and develop a plan to enhance satisfaction. An integrative literature review (CINHAL, ERIC, Journal of Allied Health, Chronicle of Higher Education, Research in Higher Education, and current books on job satisfaction) of faculty job satisfaction and dissatisfaction produced a variety of publications presenting the key determinants of job satisfaction by allied health faculty in the United States. The purpose of the analysis was to examine the various factors that influence job satisfaction, especially by allied health faculty, in institutions of higher education in the U.S. The procedure used for this analysis consisted of reviewing allied health and higher education faculty studies to identify factors influencing job satisfaction, research questions, sample size reported, instruments used for measurement of job satisfaction, and job satisfaction results. While the theoretical models of allied health and higher education faculty job satisfaction exist separately in the literature, their remarkable similarities permit the prospect of a contemporary framework of the essential components of job satisfaction. Potential opportunities for continuing research on the personal and professional variables impacting job satisfaction of allied health faculty and similar disciplines are presented.

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Employee Welfare Programs and Job Satisfaction: A Critical Literature Review

Employee welfare programs constitute any employer-provided perks and comforts beyond earnings and compensation. Employee welfare programs promote motivation and performance by increasing employee engagement. Policies pertaining to employee welfare are essential for inspiring employees to give their all when doing their jobs. The greatest productivity from employees can only be obtained by any business if those workers love and are dedicated to their work. Conversely, when workers' needs are met, they experience a sense of motivation. By offering social services and programs, job satisfaction can be increased. Work satisfaction is a complex notion that measures an employee's attitude and inner mental condition and aids in striking a balance between the relationship between the company and the employee. Contented employees are an organization's most precious asset, whereas disgruntled ones are essentially inconsequential. The main elements that must be taken into consideration for overall job satisfaction are the welfare program, flexible work schedule, supervisor-subordinate relationship, career advancement, work recognition, objective work environment, and relationships with colleagues. Employee welfare involves the provisions of various services, facilities and amenities for the benefit of the employees for improved standard of living. It is part of the efforts of management of an organization to meet the needs of their workforce to improve their productive capacity. Employee welfare is directed towards ensuring that the employees are happy and comfortable, to perform their tasks effectively. Employee welfare has been relevant in recent times for greater achievement of desired goals of various organizations. There is the need to provide a good working environment, staff quarters or accommodation, health care services, safety and appropriate remuneration. Failure of organizations to adequately take the welfare of their staff into consideration could lead to poor performance and low productivity. This paper adopted a qualitative research design which entailed a critical review of literature on the effect of employee welfare programs. The rationale for this design was to interrogate views, methods, and findings of authors on the relationships among study variables. Therefore, the study used secondary data obtained from journal articles, books, publications, and conference papers drawn globally. The review mainly used content analysis which were mentioned, and discussions specific to the study variables were identified, analyzed and critiqued. The findings revealed that there is a significant and positive relationship between job satisfaction and employee welfare programs. The health and well-being of their employees has been given a top priority by their companies, as seen by the comprehensive benefit plans and secure health care they offer. Employers facilitate employees' accumulation of unused sick days over the course of a year for use when necessary. Some firms even pay back their workers for sick days that aren't used. Many issues related to employee health exist, some of which are unavoidable, and they all affect both the overall performance of an organization and the productivity of its individual employees. Finally, it is imperative to note that some employers now recognize that addressing employee welfare is one way of positive and effective human resource management which is critical to organizational performance.

Related Papers

INTERNATIONAL JOURNAL OF NOVEL RESEARCH AND DEVELOPMENT | IJNRD.ORG

William Carey

Employee welfare plays a crucial role in enhancing organizational performance and fostering a positive work environment. This study explores various aspects of employee welfare measures within Coromandel International Limited, focusing on factors such as safety appliances, medical facilities, first aid services, canteen facilities, and education provisions for employee children. The research methodology involved both primary and secondary data collection, with a sample size of 100 respondents using simple random sampling techniques. Data analysis revealed high satisfaction rates among employees for medical facilities and safety appliances, while suggestions for improvement were identified in areas such as maintenance, post-retirement benefits, and education facilities. The study concludes that Coromandel International Limited demonstrates a strong commitment to employee welfare, with room for enhancements identified to further elevate employee satisfaction and organizational performance. Additionally, a comprehensive bibliography is provided, encompassing a range of scholarly sources on employee welfare and related topics, offering valuable insights for further research in this area.

International Journal of Service Science, Management, Engineering, and Technology

Chandra Sekhar Patro

Employees&#39; play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee&#39;s benefits and also increase their efficiency. Employees&#39; welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee&#39;s families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee&#39;s welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and p...

IOSR Journals

Lot of changes has taken place recently with regards to employee welfare measures. Completely new methods in the way of operations of organizations could be one of the significant reasons for the same. These resulted in the off shoot of many new jobs. In this study, an attempt has been made to understand about the welfare measures being provided to employees doing contemporary jobs such as Content review processor, Candidate Relationship manager, Electronic relationship manager. Various contemporary welfare measures like psychological counseling centers, food courts, sports & entertainment facilities, transportation are being practiced by the organizations in addition to traditional employee welfare measures like PF, Gratuity, ESI etc., These welfare measures contribute a lot for the prosperity of the employees and employers.

shukri bakar

Employees’ welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages.Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration.The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families.

Advances in Management

Dr.Nanjundeswaraswamy T S

Employee Retention and Absenteeism are the major challenges for any organization in the current competitive world. Retaining of talents is possible through the effective implementation of Quality of Work Life (QWL) drives. Employee welfare measure is one among the QWL drive. A sample of 50 employee's responses were considered for the study and the data was analyzed using K-S Single sample Test and K-S Two-Sample Test conducted to check the stated Hypothesis and Regression analysis. Structural Equation Modeling was designed.

European Journal of Marketing and Management Sciences Eur.

Bright King

This study focused on the implications of labour welfare schemes on employee job satisfaction. The specific objectives are to: to ascertain the effect of worker's compensation on employee commitment and to assess the effect of staff recreational welfare on employee performance. The population of the study comprised 192 staff of selected banks in Enugu metropolis, Enugu State while Taro Yamane formula was used to determined the sample size of 130. The data was analysed with simple percentage analysis while all the hypotheses were tested with Simple Linear regression at 0.05 alpha level. The research made the following findings: that worker's compensation had significant positive effect on employee commitment (β =.896; t=.8.239; p>0.05) and that staff recreational welfare had significant positive effect on employee performance (β =.559; t=9.729; p<0.05). The study concluded that staff welfare is essential in creating a sense of recognition and satisfaction among the employees which improves employee job satisfaction. It was recommended among others; that human resources manager should develop systems that will ensure that there is a proper compensation plan entailing proper job evaluation processes and pay structures in the organization. This is to ensure that employees are equal pay what they deserved as a result of their input. To enhance job satisfaction among employees, organizations should offer recreation facilities and activities that are of interest to employees bearing in mind their different tastes, gender, age and among others. This will encourage the employees to engage in recreation activities that they enjoy most.

Dr Pravin V Yadav

The present study is an attempt to identify the statutory and non-statutory Labour Welfare Measures (LWM) adopted by different industries and its relationship between employee satisfactions and workplace. This paper stated a comprehensive review of various studies conducted by experts and researchers of all over the globe on Labour Welfare Measures (LWM) and it's determinants and its' relationship between employee satisfactions at workplace. The paper sought to present the summary of work done by different researchers in the field of labour welfare.

Mark Angelo

The present study is made an attempt to identify the employee welfare measures adopted in IT industry. Employee welfare means anything done for the comfort and improvement of the employees over and above the wages paid which is not a necessity of the industry. The basic purpose of employee welfare is to enrich the life of employees and keep them happy. Employees spend at least half their time at work or getting to it, or leaving it. They know that they contribute to the organization when they are reasonably free from worry and they feel that when they are in trouble/ problems, they are due to get something back from the organization. People are entitled to be treated as full human beings with personal needs, hopes and anxieties.

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Factors affecting the indoor air quality and occupants’ thermal comfort in urban agglomeration regions in the hot and humid climate of pakistan.

1. Introduction

Novelty of the study, 2. literature review, 2.1. outdoor and indoor air quality, 2.2. air conditioning systems, 2.2.1. acs with high-efficiency particulate air (hepa) filters, 2.2.2. acs with multi-stage filtration systems, 2.2.3. acs with activated carbon filter, 2.3. indoor air quality assessment, 3. materials and methods, 3.1. site description, 3.2. conceptual framework, 3.3. tool and database, 3.4. data acquisition, 3.5. data mining, 4. analysis and results, 4.1. adaptive thermal comfort, 4.2. obtained datasets from ashrae global thermal comfort database ii, 4.3. thermal comfort assessment, 5. discussion, 5.1. climate change and its impact on thermal comfort, 5.2. limitations, 5.3. future recommendations, 5.4. contribution to the knowledge, 6. conclusions, acknowledgments, conflicts of interest, abbreviations.

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Haroon, M.U.; Ozarisoy, B.; Altan, H. Factors Affecting the Indoor Air Quality and Occupants’ Thermal Comfort in Urban Agglomeration Regions in the Hot and Humid Climate of Pakistan. Sustainability 2024 , 16 , 7869. https://doi.org/10.3390/su16177869

Haroon MU, Ozarisoy B, Altan H. Factors Affecting the Indoor Air Quality and Occupants’ Thermal Comfort in Urban Agglomeration Regions in the Hot and Humid Climate of Pakistan. Sustainability . 2024; 16(17):7869. https://doi.org/10.3390/su16177869

Haroon, Muhammad Usama, Bertug Ozarisoy, and Hasim Altan. 2024. "Factors Affecting the Indoor Air Quality and Occupants’ Thermal Comfort in Urban Agglomeration Regions in the Hot and Humid Climate of Pakistan" Sustainability 16, no. 17: 7869. https://doi.org/10.3390/su16177869

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