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Background ========== Job satisfaction is defined as \"the favorableness or unfavorableness with which employees view their work\" \[[@B1]\]. Determinants of these views include the work environment and the personality of workers. In operationalizing the work environment, it is most often split into multiple factors (or domains) such as supervisors, pay, and promotion opportunities. In this investigation, we use a large sample of data from caregivers (i.e., nurse aides (NAs); Licensed Practical Nurses (LPNs); Registered Nurses (RNs)) working in nursing homes to examine: (1) their job satisfaction scores on 13 questions; and, (2) what characteristics of these caregivers are associated with job satisfaction domains. Significance of job satisfaction -------------------------------- Job satisfaction is clearly important for nursing home staff. Previous studies have shown a consistent association between job satisfaction and turnover and intent to turnover \[e.g., \[[@B2],[@B3]\]\]. Given the chronic and large degree of staff turnover that currently exists in nursing homes understanding job satisfaction is important \[[@B4]\]. Not all dissatisfied employees leave the organization, even if they report they intend to leave. Dissatisfied employees often exhibit an unreliable work ethic, including taking unscheduled days off and tardiness. Moreover, dissatisfied employees may also show more aggression towards other workers \[[@B5]\] or residents \[[@B3]\]. Job satisfaction is also probably associated with quality of resident care \[[@B6],[@B7]\]. Although not examining a long-term care setting, one study found a positive association between patient mortality and poor staff satisfaction \[[@B8]\]. Customer rated quality of care has a positive association with staff satisfaction \[[@B9],[@B10]\]. Resident satisfaction is also associated with staff satisfaction \[[@B11]\]. Some recent work would also suggest that job satisfaction may be related to an organizations ability to change \[[@B12]\]. Since a consistent theme in the literature for the past 20 years (or more) has been the level of poor quality provided by some nursing homes \[e.g., \[[@B13],[@B14]\]\] and their inability to change in a meaningful way, in this context improving staff satisfaction may be important in improving some aspects of quality. Applicant attraction theories, which seek to explain how workers come to work in specific settings, would also suggest that factors promoting job satisfaction can be significant for attracting new employees to the organization \[[@B15]\]. As the U.S. population ages we will need more caregivers, yet an inadequate number of new caregivers are entering the healthcare workforce \[[@B16]\]. The General Accounting Office \[[@B4]\] gave one reason for this shortage as \"decreased job satisfaction.\" This shortage of workers is clearly significant for the nursing home industry, and needs to be addressed if the industry is to attract adequate staff in the future to meet the expected demand. Prior research -------------- Much of our understanding of job satisfaction comes from the business literature, and those studies set in health care facilities have predominantly examined RNs \[e.g., \[[@B17],[@B18]\]\]. The determinants of job satisfaction may be very different for caregivers working in nursing homes. Despite the importance of job satisfaction, studies examining the determinants of job satisfaction in nursing homes are sparse. These studies and the factors of