Determinants of Job Satisfaction among Hospital and Health Services Administrators in Ghana
Authors: Godswill Domie , Paul Senyo Gawu, Paul 
Published: October 2024

Background: Hospital and Health Services Administrators oversee the day-to-day operations of hospitals, such as planning, directing, organizing, and coordinating health services. Their overall job satisfaction has been identified as a key driver of high performance, especially in areas where patient care is delivered. This study examines the factors associated with job satisfaction and dissatisfaction among Hospital and Health Services Administrators in public hospitals in Ghana. Method: A cross-sectional design with a mixed method (quantitative and qualitative approach) was deployed for the study. 150 participants took part in the quantitative study while 10 out of the 150 were additionally interviewed for qualitative responses. Self-administered and Google form questionnaires were used to collect data. Descriptive statistics, regression, and correlation tests were run from SPSS to quantitatively compare and determine the association between demographic, independent variables, and the dependent variable with the range of p-values .01< r> .05 considered statistically significant. The qualitative responses were subjected to thematic and narrative analysis with direct quotations. Results: The mean (± Standard Deviation [SD]) age of all respondents was (M = 45.82, SD = ± 5.794) ranging between 33–58 years. Overall, 67.3% of the participants were dissatisfied with their jobs. Demographic variables were statistically significant and predicted job satisfaction: Age (ß .31, p < .001), Gender (ß .36, p < .001), Professional Category (ß .12, p < .001), Level of Education (ß .33, p < .001), and Years of Experience (ß .01, p < .001) and have both positive and negative correlations with overall job satisfaction: (Age and overall job satisfaction, r -.430, p< .01), (Gender and overall job satisfaction, r =. .460, p< .01), (Professional Category and overall job satisfaction, r =. -.288, p< .01), (Level of Education and Job satisfaction, r = .258, p< .01), (Years of Experience, r =. -.175, p< .05), and (Job satisfaction, r = .257, p< .01). Demographics explain 12% of the variance in the dependent variable. Independent variables explain 71% of the variance in the outcome variable with F (6, 143) = 59.172, p < .001 and are also negatively and positively correlated: PG (ß= .105, t =.592; p > .005), MR (ß = .847, t=.2.716, p > .005), CC (ß= -1.359, t =. -5.645; p < .001), CC (ß= -1.359, t =. -5.645; p < .001), CB (ß= -1.982, t =. -9.361; p < .001), WLB (ß= -1.254, t =. -5.993; p < .001), JS (ß= -1.429, t =. -5.419; p < .001). The qualitative responses revealed a myriad of factors contributing to job satisfaction including recognition, support from colleagues, enhanced compensation package, good salary, fringe benefits, opportunities for further study on leave with pay, corporate health insurance, and good welfare policy. Limited job opportunities, one-man show work environment, limited career growth opportunities, imbalanced work, and personal life, lack of appreciation, recognition, and respect, poor safe work environment, bad manager-employee relationships, poor annual performance appraisal, poor remunerations, lack of professional independence, absence of professional development opportunities, and inadequate staff accommodation were found as contributing to job dissatisfaction. Conclusion: The study concluded that demographics and a composite of elements under the independent variables (Company Culture, Professional Growth, Manager Relationship, Work-Life Balance, and Compensation and Benefits) all impacted overall job satisfaction and dissatisfaction in various forms. Recommendations: The study recommended that health policymakers, managers, and other stakeholders develop, implement, and safeguard employee-friendly and effective policies, and make conscious efforts to enhance working conditions within the health sector including the security of tenure, better remunerations, professional growth based on competency-based training, mentorship programs, leadership development, and health and wellness initiatives and also address inequalities in human resource distribution to reduce staff apprehensions with regards to overall job satisfaction not only among Hospital and Health Services Administrators but across all job categories within the health sector