A TWELVE GROUP TIME SERIES ANALYSIS OF JOB SATISFACTION AND FINANCIAL EFFECTS OF NURSING SHARED GOVERNANCE.
Contributors: Georgia State University.
Published: 1993
Number of pages: 211
Subjects: Health Sciences, Health Care Management.; Health Sciences, Nursing.; Education, Administration.
Description: Problem statement. Shared governance is an accountability based system of management for professional workers. Facilitation and coordination of resources are shifted from management dominance to staff roles, and the implied benefit from the investment of transitioning to shared governance is a more successful organization. The current literature links shared governance to job satisfaction or employee retention and theorized productivity improvements or operating expense reduction. However, financial performance indicators have not been measured in the same context with job satisfaction, or over a period of time.

Methods. Operating characteristics of twelve groups within a nursing organization were examined at the inception of the shared governance process. The Stamps and Piedmonte tool was administered to establish baseline data of job satisfaction. Organizational data, extracted from existing records identified fiscal, labor, and material resource use. These organizational attributes were measured again, one year later.

Results. The twelve groups individually and as a whole did not demonstrate statistically significant changes in job satisfaction measured from the end of the transition phase to the end to the first working year (p $<$.05). The twelve groups did not show resource utilization improvement in the transition phase. However, all twelve groups demonstrated resource utilization improvement in the working year. Nurses responding to the job satisfaction survey indicated they understood what shared governance was to do for the organization. The hypothesis that nurses believed the organization would change with shared governance was not supported.

Discussion. In this unique organizational setting, the theorized change in job satisfaction did not occur. Positive changes in financial performance only occurred during the first working year. Organizations considering shared governance should investigate other measurement instruments of individual or organizational change. Further, impacts should be monitored over three to five years. Performance expectations should be clearly articulated before the model is implemented.
Notes: Source: Dissertation Abstracts International, Volume: 54-03, Section: B, page: 1312.

Thesis (PH.D.)--GEORGIA STATE UNIVERSITY, 1993.

School code: 0079.