Jobs Satisfaction for Nurses Discussion 2022

Job satisfaction for nurses is linked to various concerns relating to the quality and safety of patient care and health system outcomes as well as to general life satisfaction and job performance. Job satisfaction is also discussed in the literature particularly about issues such as high turnover of nursing staff, potential loss of productivity resulting from turnover and movement away from the nursing entirely. Low job satisfaction is also linked to the high turnover of nurses with resultant loss of productivity and reduced quality of patient care. Your Briefing Document to the Minister of Health should address issues and strategies that have been shown to be successful in addressing them to increase the job satisfaction of nurses. INSTRUCTIONS: Download the Issue Brief Template below: You must use the template provided WITHOUT ALTERATION in order to complete this assessment item. Marks will be lost in the "Communication" criterion (see Marking Criteria below).

ISSUE BRIEF 1
PREPARED FOR:
REQUESTED BY:
PREPARED BY:
DATE;
ISSUE STATEMENT.
Jobs Satisfaction for Nurses.

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Background and Discussion.
Job satisfaction is commonly defined as the feeling and attitudes various individuals have
about their work. Job satisfaction is usually one of the most crucial elements that dictate the
productivity and effectiveness of workers in any organization(Wong & Laschinger, 2013). In all
healthcare systems across the globe, nurses form the largest major facilitators of health care
provision(van der Doef, Mbazzi, & Verhoeven, 2012). Currently, all health systems have set
targets regarding health care delivery systems that seek to provide safe and quality care.
However, there are still more challenges that have inhibited delivery of quality care and thus
halting improved patients outcomes(De Simone, Planta, & Cicotto, 2018). As the major
stakeholders of the healthcare delivery team, job satisfaction for nurses plays a primary role in
the delivery of optimal quality health care. Regarding both Sustainable Development Goals
(SDGs) and Millennium Development Goals(MDGs), nurses are the key element towards their
realizations(Zhang et al., 2014). In most cases, nurses are the only healthcare professionals who
are highly accessible to various group of people and therefore their job satisfaction is vital.
Job satisfaction for nurses is among the most key factor that determines the nurses
turnover, productivity, and delivery of quality services. In this regard, understanding the factors
that contribute to nurses jobs satisfaction is crucial(Khamisa, Oldenburg, Peltzer, & Ilic, 2015).
Organizational behavior is one of the major determinants of nurses jobs satisfaction. Some
various organizational components and characteristics dictate whether nurses would feel better
about their jobs or not(Applebaum, Fowler, Fiedler, Osinubi, & Robson, 2014). These include
communication, working conditions, institutional policies, the nature of work and working
protocols, appreciation and recognition, working relationships, organizational culture, and
working relationship and governance. Such factor determines the levels of working stress,

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workload, working hours, conflicts, organizational environment and working conditions,
availability of equipment and support, content, perceived roles, and professionalism.(Hayes,
Douglas, & Bonner, 2015) Given those factors, it is clear that job satisfaction for nurses should
be considered at various setting including organizational, local, national and globally in order to
understand various issues facing the nursing profession.
One of the major impacts of job satisfaction for nurses is that it dictates the nurses' career
intentions. Career intentions usually reefers to personal voluntary thoughts and attitudes towards
leaving ones job. This process begins with an increase in negative working condition that
stimulates several psychological responses(De Simone et al., 2018). During this phase, nurses are
usually less productive, frequent absenteeism, and consequently may deliver poor services.
Whenever a nurse is in the process of having a second thought about his or her work, both
patients and their families, the general population, and the government suffer most(Masum et al.,
2016). Poor health services due to inadequate staff lead to an unhealthy nation. When the nation
is unhealthy, there is low productivity and finally poor economic growth. Other than that, the
disease burden increases raising both local and national expenditure(Applebaum et al., 2014).
Such resources wasted can be utilized in promoting the welfare of nurses and thus promoting the
whole nation.
According to the Health Workforce Australia Report, the government and various regions
of the country have developed various strategies to promote nurses jobs satisfaction and
productivity. These strategies were developed due to an increase in poor retention rates, aging
nursing workforce and nursing shortage(Ahmad et al., 2017). Such strategies included increase
retention rates, improve leadership by building and maintaining workplace capacity and increase
productivity through nurses recognition, rewording, and innovation promotion in the workplaces.

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The Ministry of Health with collaboration with other stakeholders like hospitals have been
working to sustain and bring changes in working environments and conditions to secure health
workforce needs particularly supporting nurses to keep their jobs in early careers stage and
recognizing the most vulnerable and talented skills(Norouzinia, Aghabarari, Shiri, Karimi, &
Samami, 2015).
However, there are still a number of constraints that inhibit nurses jobs satisfaction in
Australia and globally. Majority of these factors are associated with poor working environments
that inhibit nurses working conditions(Atefi, Abdullah, Wong, & Mazlom, 2014). These include
poor skill mix especially to newly recruited nurses, the existence of low patients to staff ratio,
poor or no involvement in major decision making and increase in consistent and constant
changes, high level of patients expectations against poor availability of resources and increase in
a number of issues related to payments, shifts and leave(van der Doef et al., 2012). This has
made it difficult for many nurses to work smoothly as it has lead to increase in work stress,
heavy workload, low morale, a feeling of no recognition, burn out, dis-empowerment thus
leading to poor job satisfaction. If nothing is done, the conditions will become worse which in
return will affect patient safety concerns due to poor quality and safe care.
Recommendations.
There are a number of strategies that can be used to ensure proper nurses working
conditions that promote their welfare are established. First, there is need to develop a sustainable
strategy that support nurses continuous education, employment, innovation and
recognition(Pineau Stam, Spence Laschinger, Regan, & Wong, 2015). The government need to
set policies using political leaders and other policy-makers on how nurses will absorbed into the
job market, promotion strategies, inclusion criteria to be used in decision-making process at the

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top levels. This can go be made possible if the relevant stakeholders commit themselves in
changing the health care systems that recognize job satisfaction for nurses is equivalent to
positive health outcomes(Terera & Ngirande, 2014). A better approach to solve this problem
social and cultural change in healthcare system. This includes applying healthcare organizational
leaderships to create delegates and committees that enhance and make it sure nurses working and
welfare are taken care of. The committee and nurses leaders should create a program that
promote job satisfaction and patient care to be presented at national levels for implementation
and policy change.
Poor nursing working conditions affect the quality and safety of health care provided as
nurses play a major role in promoting the well-being in patients and their families. The
government and other major stakeholders involved in employment and nurses welfare need to
create conducive working conditions(Platis, Reklitis, & Zimeras, 2015). This involves employing
strategies such as increase retention ratio, maintain proper working hours, maintain nurses pay
rates and leaves, reduce working overload by increasing the number of staffing and increase the
provision of working resources and equipment(Cicolini, Comparcini, & Simonetti, 2014). Other
than that, there is a need in improving hospital infrastructure and physical environments to allow
effective working workplaces free from hazards.(Terera & Ngirande, 2014) By doing so, there is
a high chance that nurses will be motivated to retain their careers and improve productivity thus
enhancing an increase in quality and safe care.
Implementations.
The implementation of the above recommendation should start by developing an action
plan. Strategic action plans are necessary in creating objectives and setting a time frame at
which all necessary changes expected to be accomplished. This is accompanied by setting goals,

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objectives, resources and finance required for accomplishment of the recommendations(Hayes et
al., 2015). Some recommendations may take longer period and thus realistic objectives should
be considered. The strategic plan should be presented to political leaders and policy-makers for
approval. Once the plan is approved., it should be presented to both public and private health
care sectors for implementation(Wong & Laschinger, 2013). The Strategic plan should include
the duration each objective is supposed to be completed, working condition needed to be
improved and impacts to health care organizations if they fail to adhere with set
recommendations(Masum et al., 2016). Other than that, the committee should also set an
evaluation strategy to check whether the recommendation are being implemented. This should go
hand in hand with the evaluation team set to evaluate each recommendation in a given time-
frame.
Communication.
 The process of recommendation implementation would require a comprehensive
communication to all stakeholders as a process of evaluation. This means that a proper
communication channel of what have been accomplished, what is in the process and what
are the remaining issues should be put in place to allow transparency.
 Other than that, there should a committee that link all communications from the
implementation teams, evaluation committee, nurses, and all other relevant stakeholders.
The communication team should include members from all the stakeholders to prevent
bias and personal interests in the information presented.
 Among the key messages the communication team is supposed to work with include
whether the implementation of the recommended plans have begun, government support,

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possible constraints of implementation, compliance of the stake holders, and any relevant
issues of importance.
 The major target audience include nurses, patients and general population, the
government, and other stakeholders since supporting the welfare and job satisfaction of
nurses is equivalent to supporting the health of the whole nation.

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References.
Ahmad, M. F., Nee, P. S., Nor, N. H. M., Wei, C. S., Hassan, M. F., & Hamid, N. A. A. (2017).
Total quality management practices in Malaysia healthcare industry. AIP Conference
Proceedings, 1891. https://doi.org/10.1063/1.5005354
Applebaum, D., Fowler, S., Fiedler, N., Osinubi, O., & Robson, M. (2014). The Impact of
Environmental Factors on Nursing Stress, Job Satisfaction, and Turnover Intention. Journal
of Nursing Administration, 40(0), 323–328.
Atefi, N., Abdullah, K. L., Wong, L. P., & Mazlom, R. (2014). Factors influencing registered
nurses perception of their overall job satisfaction: A qualitative study. International Nursing
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Cicolini, G., Comparcini, D., & Simonetti, V. (2014). Workplace empowerment and nurses’ job
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https://doi.org/10.1111/jonm.12028
De Simone, S., Planta, A., & Cicotto, G. (2018). The role of job satisfaction, work engagement,
self-efficacy and agentic capacities on nurses’ turnover intention and patient satisfaction.
Applied Nursing Research. https://doi.org/10.1016/j.apnr.2017.11.004
Hayes, B., Douglas, C., & Bonner, A. (2015). Work environment, job satisfaction, stress and
burnout among haemodialysis nurses. Journal of Nursing Management.
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Khamisa, N., Oldenburg, B., Peltzer, K., & Ilic, D. (2015). Work related stress, burnout, job
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Masum, A. K. M., Azad, M. A. K., Hoque, K. E., Beh, L. S., Wanke, P., & Arslan, Ö. (2016).
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Nursing Management. https://doi.org/10.1111/jonm.12113

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Platis, C., Reklitis, P., & Zimeras, S. (2015). Relation between Job Satisfaction and Job
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