Relationship between Nurses Job Satisfaction and Organizational Commitment

Organizational commitment and job satisfaction are jobs related attitudes that have received considerable attention from researchers around the world. This is because committed and satisfied employees are normally high performers who contribute toward organizational productivity.The aim of this study is to assess the relationship between nurse's job satisfaction and organizational commitment. Descriptive co-relation design was used in this study with 591 nurses participating as a study sample from two different kind of hospitals. The data collection tools for this study were Minnesota Satisfaction Questionnaire and the Organization Commitment Questionnaire. The finding of the study revealed that, the majority of nurses have fair satisfaction to their job and most nurses had a good commitment to their organization. There was no statistically significant association between total intrinsic and extrinsic scores of satisfaction and total commitment individual domains score. In conclusion satisfied nurses tend to be more loyal to their organization. therefore the study recommend thatadministrators and mangers in healthcare organizations should give more consideration to nurses’ satisfaction and other employees in their institutions due to its tremendous consequences on organization productivity and effectiveness. In order to increase the nurses’ level of commitment, the manager can try to increase their nurses’ level of job satisfaction in factors such as: the work itself, benefit programs, rewards, work conditions, and promotions. These can influence the way a person would feel and perceive about their jobs and their organization. I. Background Nowadays, hospitals are confronting great competition and scarcer resources than ever before, They are also severely challenged by the external and internal environment to achieve their goals effectively and efficiently. Nurses, as the largest group of professionals, play an important role in determining the quality and cost of healthcare. (1) Their job performance is affected by job satisfaction and organizational commitment, which are in turn having a great impact on the organizational success. (2) II. job satisfaction Few organization have made job satisfaction a top priority, perhaps because they have failed to understand that satisfied employee tend to be more productive, creative, and committed to their employer. (3) Nurse leaders must be equipped with the information needed to assist in creating a workplace that will not only attract new nurses, but will retain the nurses it already has. (4) Many factors are reported to affect job satisfaction among Arab nurses, such as workload, incentives, job security, relationships with superiors, peers and organizational structure. (5) Later research has shown that these different aspects can be arranged according to two dimensions: an intrinsic versus an extrinsic one. Extrinsic satisfaction refers to satisfaction with aspects that have little to do with the job tasks or content of the work itself, such as pay, working conditions and co-workers. Intrinsic satisfaction refers to the job tasks themselves (e.g. variety, skill utilization, autonomy) these will be the focus of this current study. (6) III. Organizational Commitment In the healthcare environment where nurses shortage is expected to increase beyond its current levels; maintaining a committed workforce is a strong advantage. Committed nurses provide asset value of stable, dedicated workforce; lower employee recruiting, training and development costs; retention of nurses with knowledge, skills, and abilities that are critical to organizational success; improved organizational image within the community; in addition, a committed workforce influences customer loyalty. (7) Job satisfaction is so important in that its absence often leads to lethargy and reduced organizational commitment Relationship between Nurses Job Satisfaction and Organizational Commitment DOI: 10.9790/1959-05114955 www.iosrjournals. org 50 | Page Organizational commitment is known as a multidimensional construct that has been shown to influence several positive job outcomes including reduced absenteeism and turnover, work effort, and job performance and has the potential to influence the effectiveness of an organization in rendering quality services. (6) One model in the late nineties recognized the values of different facets toward commitment and integrates them into a theoretical framework. (8) The same had earlier constructed three-dimensional consists of the following components: (1) affective commitment (AC) reflects the emotional attachment to an organization when employees identify with an organization and enjoy the membership; (2) continuance commitment (CC) reflects the perceived costs-benefit evaluation of maintaining organizational membership; and (3) normative commitment (NC) reflects the feelings of obligation to remain with the organization. (9) IV. Organizational Commitment & Job Satisfaction Moreover, in a meta-analysis of 155 studies, it was found that organizational commitment and job satisfaction are closely interrelated. (4) Job satisfaction and commitment are immediate antecedents of intention to leave the workplace and turnover; the higher nurses‟ job satisfaction and commitment, the lower their intention to leave. So Understanding the association among job satisfaction, and organization commitment among Saudi nurses is most important in a time of nurse shortages. (10) The Kingdom of Saudi Arabia, like many other countries, is suffering from high turnover rate with low commitment, some of health care sectors as governmental hospitals were suffering from high turnover rate 70% that was translated to high nurses shortage. (19) However, in Saudi Arabia, the nursing workforce is dominated by expatriates. This condition brings more problems regarding nursing retention and delivering high quality of nursing care. (11) In addition, the health care industry need to identify factors contribute to the job satisfaction in order to implement a strategic plan for nurse retention. (12) On the other hand, the health-service organizations in Saudi Arabia are anxious to develop appropriate organizational strategies to enhance their nursing personnel's levels of commitment to the organization and profession. So, this study aim to determine whether perception of job satisfaction would lead to organizational commitment by nursing personnel V. Research Methodology: Research Design Cross-sectional descriptive co-relational design was usedin this study Study settings The study was conducted at two health care organizations at Jeddah, one of the ministry of health hospital and one of University Hospital and was conducted at all in patient units at both hospitals including general Medical & Surgical units, critical units and Operating Theaters Subjects The sample size was estimated using sample size calculator. With a population of 1650 nurses in both hospitals, confidence level of 95% and confidence interval of 3.5, the sample size was computed to be 532 subjects and it was increased to 600 to insure representativeness of the sample. Only 591 subjects were included in the study as the other 9 subjects had incomplete data. The sample subjects of this study comprised two main groups, namely: nurse‟ managers, and bed-side nurses . VI. Data Collection Tool In this study, two main scales were used namely: Minnesota Satisfaction Questionnaire, (13) and the Organization Commitment Questionnaire (9) . 1-Minnesota Satisfaction Questionnaire: The Minnesota Satisfaction Questionnaire‟s (13) indicates how satisfied or dissatisfied respondents are with their jobs by asking respondents to rate themselves on 20 questions by using a five-point scale (1 =very dissatisfied to 5 = very satisfied). The revised MSQ form measures intrinsic job satisfaction and extrinsic job satisfaction, using questions like: „The chance to be “somebody” in the community‟ (intrinsic), „The chance to do something that makes use of my abilities‟ (intrinsic), „The way my supervisor handles his/her workers‟ (extrinsic), and „The working conditions‟ (extrinsic). MSQ found that a two-factor model (intrinsic and extrinsic job satisfaction) is superior to a one-factor model (total job satisfaction). Alpha coefficients were found to be ranging from 0,87 to 0,95, which support the internal consistency of the scale. Relationship between Nurses Job Satisfaction and Organizational Commitment DOI: 10.9790/1959-05114955 www.iosrjournals. org 51 | Page 2-Organization Commitment Questionnaire: This is a self reporting 18 items scale, (14) tool used to measure nurses‟ commitment toward organization. It includes statements reflecting nurses' perception of three types of commitment namely; affective commitment (6 statements), continuance commitment (6 statements); and normative commitment (6 statements). The responses were made on a 7 point scale ranging from 1 ("strongly disagree") to 7 ("strongly agree"). The higher the scores, the higher the commitment is. Four items on the commitment scale s have been worded such that strong agreement actually reflects a lower level of commitment . These are referred to as “reverse-keyed” items (identified by “R” after the statement). (14) This scale is validated using confirmatory analysis. Crombach alpha reliability range from (0.87 to 0.92). Academic researcher license for the use of the employee commitment survey was obtained and the survey was E-mailed to the researcher. In addition to the demographic part that including items related to the nurses‟ gender, age, educationa l level, current position experience and nationality will be developed by the researcher. VII. Ethical Consideration: The approval from Biomedical ethics unit, medical directors and nursing education department are obtained to conduct the study at University Hospital. Consent form was send by E-Mail to all head nurses of inpatient units from education de