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  • The impact of supervisor–nurse relationships, patient role clarity, and autonomy upon job satisfaction: Public and private sector nurses

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    79320_1.pdf (276.6Kb)
    Author(s)
    Shacklock, Kate
    Brunetto, Yvonne
    Farr-Wharton, Rodney
    Griffith University Author(s)
    Shacklock, Kate H.
    Year published
    2012
    Metadata
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    Abstract
    In the Australian healthcare sector, many changes in the public sector have affected nurse management and thereby, nurses. Yet it is unclear whether such efficiency measures, based on private sector business models, have impacted private sector nurses in similar ways. This paper examines four important issues for nurses: supervisor-subordinate relationships; perceptions of autonomy; role clarity in relation to patients; and job satisfaction. The paper uses an embedded mixed methods research design to examine the four issues and then compares similarities and differences between public and private sector nurses. The findings ...
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    In the Australian healthcare sector, many changes in the public sector have affected nurse management and thereby, nurses. Yet it is unclear whether such efficiency measures, based on private sector business models, have impacted private sector nurses in similar ways. This paper examines four important issues for nurses: supervisor-subordinate relationships; perceptions of autonomy; role clarity in relation to patients; and job satisfaction. The paper uses an embedded mixed methods research design to examine the four issues and then compares similarities and differences between public and private sector nurses. The findings suggest supervisor-subordinate relationships, patient role clarity and autonomy significantly predict job satisfaction. The private sector nurses reported more satisfaction than public sector nurses with their supervisor-subordinate relationships, plus higher perceptions of patient role clarity and autonomy, and hence, higher levels of job satisfaction. The findings raise questions about whether present management practices (especially public sector) optimise service delivery productivity.
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    Journal Title
    Journal of Management and Organization
    Volume
    18
    Issue
    5
    DOI
    https://doi.org/10.1017/S1833367200000596
    Copyright Statement
    © 2012 e-Content Management Pty Ltd. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal website for access to the definitive, published version.
    Subject
    Human Resources Management
    Specialist Studies in Education
    Business and Management
    Marketing
    Publication URI
    http://hdl.handle.net/10072/47465
    Collection
    • Journal articles

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