A PUBLICATION PAPER
THE EVALUATION OFHEALTHCARE PERSONNEL’S JOB
SATISFACTION
AT QUEEN LATIFA GENERAL HOSPITAL
(A Case Study in Queen Latifa General Hospital )
by
KURNIA CHANDRA DEWI
20121030088
HOSPITAL MANAGEMENT STUDY PROGRAM
GRADUATE PROGRAM
MUHAMMADIYAH UNIVERSITY YOGYAKARTA
2014
A PAPER PUBLICATION
THE EVALUATION OF HEALTHCARE PERSONNEL’S JOB
SATISFACTION
AT QUEEN LATIFA GENERAL HOSPITAL
(A Case Study at Queen Latifa General Hospital )
By
KURNIA CHANDRA DEWI
20121030088
Acknowledged by the Advisor:
1st Advisor
Dr. Susanto, MS
June 7th, 2014
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Name
: KURNIA CANDRA DEWI
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: 20121030088
Study Program
: Hospital Management
Type
: Thesis
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SATISFACTION AT QUEEN LATIFA GENERAL HOSPITAL (case study
in Queen Latifa General Hospital)
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Statement Date
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(KURNIA CHANDRA DEWI)
20121030088
HEALTHCARE PROFESSIONAL JOB SATISFACTION EVALUATION
AT QUEEN LATIFA GENERAL HOSPITAL
( A Case Study At Queen Latifa General Hospital)
Kurnia Candra Dewi
Hospital Management Study Program, Muhammadiyah University Yogyakarta
Jl. Lingkar Selatan, Tamantirto, Kasihan, Bantul, Yogyakarta 55183
Email : dewi_dirwan@yahoo.co.id
Susanto
Hospital Management Study Program, Muhammadiyah University Yogyakarta
Jl. Lingkar Selatan, Tamantirto, Kasihan, Bantul, Yogyakarta 55183
Email : paksanto1@yahoo.com
Hasnah Rimiyati
Hospital Management Study Program, Muhammadiyah University Yogyakarta
Jl. Lingkar Selatan, Tamantirto, Kasihan, Bantul, Yogyakarta 55183
Email : hasnahrimiyati@yahoo.com
ABSTRACT
Backgorund : Queen Latifa General Hospital is a type D hospital which has 70%
healthcare professional of the total employees. The turn over number of
healtchcare professionals is fluctuative due to job satisfaction. The productive
satisfaction will reduce operating budget and guarantee the satisfaction of
internal customer, thus it will reduce the turn over number of the employees as
well.
Method: The method of the research is qualitative plan which was delivered in
explorative description. The respondents in the research are medical
professionals, nurses, another supporting healthcare professionals, and unit
directors. The total respondents are 19 people. The research implementation
technique was conducted by collecting the data by in-depth interview,
triangulation, and observation. The content analisys was applied in the data
analisys.
Result and discussion: The content analisys applied in the data analisys, it
resulted the healthcare professionals get satisfied toward their own work, but in
the terms of salary they are not satisfied as it does not fit their work achievement,
both education and training do not support their welfare, and healthcare
professional promotion factor also conveys the dissatisfaction. Meanwhile, the
factor of boss, co-workers and healthcare professional’s workplace convey the
satisfaction.
Conclusion and suggestion : from the result of work satisfaction evaluation, it is
shown that the factors which contribute to healthcare professional satisfaction
are the work itself, the boss, co-workers and workplace. The factors of salary and
healthcare professional promotion show dissatisfaction.
Keywords: Healthcare Proffesioanal Job Satisfaction
INTRODUCTION
Hospital service increasingly leads to a
commodity item refers to the strength of
the economy of the community. Hospital
as an organization starts to change from an
normative
organization
(social
organization) towards socio-economic
organization. The change of socioeconomic characteristic of hospitals into
profitable business raises the demands
from the parties concerned. The hospital's
owner wants the hospital immediately to
give a profit, meanwhile the hosital’s users
demand higher quality of hospital services
and stakeholders such as the personnels of
the bureaucracy, including its main
professional organizations of doctors and
other health professionals working in the
hospitals who require compensation as
well, the comfort of the work environment
work, work facillities, work performance
recognition and and so on 1.
The hospital has a number of resources
including
human
resources.
The
personnles is the most important resource,
because human beings as acting
individuals who work together and direct a
wide range of resources and useful funding
source to achieve the objectives of the
organization 2.
The existence of personnels in carrying out
their activities should be supported by the
means,
infrastructure
and
good
management so that job satisfaction is
achieved and can work well in accordance
with the company's expectations.
In
the
management
of
hospital
organization, healthcare personners are the
most dominant workforce in performing
the duties. They have the task of providing
basic health services to individuals,
families, groups and communities in the
quest for health, disease prevention,
healing and recovery. The healthcare
personnels, as the motor of activities in
the hospitals, need to get motivation from
the HR Department as responsibility for
ensuring the satisfaction of healthcare
personnels with their works3.
Job satisfaction can be measured with a
large gap between the expectations and the
reality. It is influenced by several factors,
such as the work, salaries, promotions,
superiors, co-workers and work condition
4
.
There is 2012 version of standard
regulation of hospital accreditation, in the
chapter of Improvement of quality and
patient safety , which obliges hospitals to
measure job satisfaction of health and
non-health personnels 5.
Employees’ satisfaction will drive the
growth of employee loyalty to the
organization. Their loyalty will lead to
increased productivity. The employees’
productivity encourages the creation of
external service value which then
determines the external customers’
satisfaction, because customers’ it is one
of the determinants of customer loyalty.
The next impact of customers’ retention is
increased revenue and profitability of the
company. The productive satisfaction will
lower operating costs and guarantee the
satisfaction of internal customers, so it can
lower employees’ turn over. Employees’
satisfaction can be achieved through the
quality of internal service includes
employees’ selection, design work, and
payroll system 6.
Queen Latifa general hospital is the legal
private hospital in the form of limited
company. it has attempted to provide job
satisfaction on employees. Various
attempts have been made seem to be
unable to push the numbers turn over of
thr employees, especially health workers.
"The Evaluation of healthcare personnels’
job satisfaction at Queen Latifa general
hospital (A Case study at Queen Latifa
General Hospital)". The research results
can give valid data and description of the
job satisfaction of healthcare personnales
to be the base of the chiefs of Queen
Latifa general hospital to make decisions
and also to get inputs and respond to the
needs of the healthcare personnels due to
the healthcare personnels’ job satisfaction,
to minimize the turn over of the healthcare
personnel so that the hospital can hire
loyal healthcare personnels who are able to
increase patients’ satisfactions of the
hospital.
DATA AND METHODOLOGY
This research uses qualitative designs
presented in a exploratory descriptive
Based on the data above, there are
fluctuations of the turn over number from
2010 to 2012. From the turn over data
which shows the fluctuations in each year,
the job satisfaction, probably, is one of the
reason why so that needs to be done to
evaluate the job satisfaction of the
healthcare personnels at Queen Latifa
General Hospital.
This research uses primary data and
secondary data to measure job satisfaction
of the
healthcare personnels which
includes several factors such as the work
itself, salaries, promotions, superiors, coworkers and working conditions. This
research approach is crosssectional where
data is loaded at a time using case study
research through focus group discussion
(FGD)
In addition to the turn over factor, it is
possible also because of the Queen Latifa
general hospital as the new hospital does
not have a system of evaluation of
healthcare personnelss job satisfaction yet,
so it needs to be made and work
satisfaction of healthcare personnels need
to be resized so that the hospital receives
the inputs for the development of the
healthcare personnels.
FGD interview will be guided by the
researchers, with the 17 (seventeen)
participants consist of 3 (three) persons at
the time of the first FGD and 14 persons at
the time of the second FGD in
unstructured form and everything possible
is done naturally. Transcript of FGD is
based on chronological discussions to
facilitate the analysis.
Based on the above background, the
research will be done by taking the title
The subjects in this research include
healthcare personnels working in Queen
Latifa general hospital and Directors of the
department, whereas the object of the
research is the Queen Latifa general
hospital where guide and standard
operating procedures are available on the
unit as well as HR documents in the form
of task descriptions, guidance of the
employees appointment, and a list of
employees’ salaries. The respondents in
this study are the healthcare personnels at
Queen Latifa general hospital which
includes medical personnel (physicians,
general practitioners, dentists), nursing
personnel
(nurses,
midwives),
the
pharmacists (pharmacist, assistant of
pharmacists), nutrisionist, physiotherapist,
technical medical personnel (radiografer,
health analysts, medical recorder) and The
Board of Directors at Queen Latifa general
hospital.
The instruments used In the research on
the evaluation of healthcare personnels’
job satisfaction at Queen Latifa general
hospital are as follows:
a)
list of questions (guide) for in-depth
interviews.
b) list of questions (guide) is used for the
FGD.
The implementation technique of the
research is by data collection obtained by
in-depth interview as well as data of FGD
regarding job satisfaction of the healthcare
personnels at
Queen Latifa general
hospital.
In-depth interviews were conducted to the
Board of Directors of Queen Latifa general
Hospital which consists of the Director of
medical services department and Director
of human resources
and training
department . Menwhile the
FGD is
conducted on healthcare personnels.
Test of
validity (validity) of this
qualitative research uses a triangulation of
the
source
(data)
and
methods.
Triangulation of the sources is done
through interviews with the directors of
Queen Latifa general hospital, while
triangulation of the methods is done
through FGD with healthcare personnels.
Test of reliability (reliability) is done by
auditing the data. In this qualitative
research, the phase of data collection and
data analysis that is done is as follows;
1. Data Collection
the researcher records all the data
objectively and it is in accordance with the
result of the observation, interview, check
list of the evidence of implementation and
comparisons in the field, they are:
a) Field observation of the
work,
salaries, promotions, superiors, coworkers, working conditions at Queen
Latifa general hospital.
b) Document of the interview conducted
to the Director of medical service
department and Director of human
resources and training department.
c) Document of the FGD result is
conducted on healthcare personnels at
Queen Latifa general hospital.
d) Secondary data in the form of
operational procedure standard in the
Human Resource Department which
consists of task descriptions, guidance
of employee appointment, and a list of
employees’ salary.
2. Data Reduction
In the data reduction, the writer conducted
an analysis in order to classify and to
delete the unused data.
3. Data Presentation
The presentation of the data in this
study is a description of the results
of the research into information.
4. Decision making and verification
are done after the data presentation
and it is followed by drawing the
conclusion.
RESULT
1. Explanation of Work Factor
a)
The difficulty level and diversity of
the work types can avoid the feeling
of being saturated
According to the Director of the
departments the difficulty levels and the
variety of work types generally make the
employee to feel their workloads are
increased and cannot avoid to be being
saturated doing their jobs. This condition
is contrary to the opinions of employees
stating the level of difficulty and diversity
the work types can avoid the feeling of
beeing saturated.
b) Knowledge and Implementation of the
policy of the service
In the in-depth interview and FGD,
according to Directors of departments,
service policy is already known by
employees but the service implementation
of policies have not been fullest because of
less socialization from the the employee's
supervisor or indifference towards the
socialized information.
c)
Understanding
towarrds
service
procedure
An understanding of the procedures of
the service according to the opinion of the
Director of Departments and FGD results,
procedures and services are not known
entirely to employees and only few of
them are carried out due to the lack of
socialization.
d) The suitability of work division with the
capabilities of the employee
The results of in-depth interviews and
FGD show the tasks are proportioned
according to the capabilities of employees.
e) The base of work division at a work unit
The result of in-depth interview about the
base of work division in the work unit is a
job description employees.
f) Attitudes towards duty
The attitude of Queen Latifa general
hospital’s
employees
toward
tasks/responsibilities is to accept the duty
and do it with all responsibility.
g) Compliance between the work and the
expectation
personnels state that their works are not in
accordance with their expectations.
h) The suitability of work
in-depth interviews of job suitability it is
obtained that they are all fit with their
education and competencies.
i) Satisfaction towards the results of the
work
The in-depth interviews results the work
the employee is still average, it does not
contribute to the hospital’s satisfaction.
This result corresponds to the FGD results
stating that the work is still not
satisfactory.
2. The Description of Salary Factor
a. The suitability of the salary and benefit
with work result
From in-depth interviews it is obtained
that the salary and benefits have not been
in accordance with the results of the work.
A similar case is also delivered by a team
of nursing and supporting in FGD, but in
FGD the medical team is satisfied.
b. The suitability of salary with formal
education and training
The result of in-depth interviews that the
granting of salary does not comply with
formal education and training of
employees. A similar case also delivered
health care personnel in the FGD.
c. The granting of salary and benefits to meet
the needs of life worthy
The result of in-depth interviews and FGD,
it is obtained the conclusion that the
granting of salary and benefits to
employees have not been able to meet a
decent life.
d. The salary differences based on objective
evaluation and can be adjusted
From the results of in-depth interviews and
FGD it can be seen that the differences in
salaries of employees of the Queen Latifa
general hospital are based on subjective
evaluations and it can be adjusted.
3. Promotion/career Factor
a. Promotion/Career
From
in-depth
interview
about
promotion/career it found out that is is still
limited, it is also found out in FGD on
healthcare personnels who state that the
promotion/career of employees at Queen
Latifa general hospital is not clear,
subjective and the benchmark is still
vague.
b. Employees have equal opportunities in
career enhancement
From in-depth interviews it is obtained
that the results for the enhancement of the
career depends on the willingness and
ability of employees, who are top
achievers will definitely be promoted,
while the result of FGD delivered that
employees should have the same
opportunities in career enhancement but it
is not known by the medical team.
4. Superior factor
a. The
Superior’s
support
and
encouragement
In the in-depth interview respondents
informed
that
the
support
and
encouragement given by the superiors such
as reminding, giving input, and helping the
personnels if there are problems, they can
be a friend to pass on complaints about the
trouble they may find and provides a good
example. In the FGD, it is also found out
that the support and encouragement from
the superior to the medical team are
always available in the completion of tasks
in field.
b. Superior’s help and advice given to the
employee's difficulty in employment
The assistance and advice from superiors
depend on the existing problem faced,
while the results from FGD, it can be seen
the help and advice given by the employer
to the medical team is when the difficulties
in the job already exist but they are
insufficient.
c. Communication between superior and
employee
The communication between superior and
employee in the in-depth interview and
FGD are smooth and no obstacles, the
communication is done formally or non
formally.
d. The relationship between management and
employees in the term of service
The result of in-depth interviews and FGD
on the relationship between management
and employees in theterm of service is
fine in general, but on the other hand in the
level of implementing , there is
misscommunication leads to negatively
affect.
5. Co-workers Factor
a) Colleagues Relation
In depth interviews and FGD about
relationships among colleagues, it is stated
that employee relations associated
individually is good but are less helpful /
cooperation in terms of work completion.
b) social relationships among employees
In the in-depth interviews and FGD, the
social relationship among colleague is fine
overall.
c) The hospital sense of belonging, trust and
appreciate each other
From the in-depth interviews and FGD, the
sense of belonging of the employees
towards hospital and the social awareness
are still less.
d) Colleagues suppport
From in-depth interviews and FGD, it is
found out that the colleagues’ suport are
help and support.
From the in-depth interview on the work
environment in terms of safety, comfort,
tranquility and cleanliness, according to
the respondent is good, but the results of
FGD from medical team, nursing team and
supporting team, it is delivered that the
working environment in terms of safety,
comfort, tranquility and cleanliness is still
lacking.
c) The availability and functionality of
supporting equipments
In the in-depth interview i submitted that
the availability and functionality of
supporting equipment is available but not
yet adequate, while the results of FGD it is
obtained different results that the
availability and functionality of supporting
equipment is still limited and less.
d) Desired working environment
In the in-depth interview, respondents
want a work environment with high level
of employee awareness and sense of
belonging of the employees toward the
hospital. There is a balance between right
and obligation. While the results of FGD,
it is obtained that healthcare personnels
want the desired working environment
which is conducive, clean with maintained
sterilization standard.
6. Working Condition Factor
a) Work Situation
In the terms of working situation, the
results of in-depth interviews and FGD
shows the same condition that working
situaton is fairly conducive, it strongly
supports the completion of the work even
though there are still some limitations in
the means and resources.
b) Working environtment
DISCUSSION
1. Description of the work Factor
a. the level of difficulty and diversity of the
job types can avoid the feeling of being
saturated.
There are different opinions that the degree
of difficulty and diversity of the job types
can avoid the feeling of being saturated. It
is obtained from the the in-depth
interviews and FGD. They occur due to the
different point of views about the existing
job, the director of the department who
does not often check the field directly, then
all the employees are observed totally.
According to Eka, 2012, a number of
variations in the work will create great
work satisfaction, on the contrary little
variation of the work shall cause the
workers feel saturated and weariness,
otherwise the work with too many
variations and they go fast cause put the
employees unde pressure psychologically8.
From this condition, immediately it needs
to make the same perceptions about work
and evaluation towards the addition of
employees’ work where it must be suitable
with the individual's expertise in order to
focus on more tasks and avoid the change
in the short period in order to get
maximum result.
b. Knowledge adn implementation about the
service policy
Considering the two things above there are
2 possibilities occur in the implementation
of policies at Queen Latifa general
hospital. First, the transfer of information
stucked
in the middle management.
Second, i.e., the information is carried
from the middle leader but there are
obstacles in communicating.
Immediately, this condition needs to be
concerned by enhancing the socialization
of the service policy to all employees.
c. Understanding of the service procedure
Overall understanding and implementation
the service procedure similar to the
understanding and implementation of the
service policy, so it needs to be done
immediately
by
enhanceing
the
socialization tp all units at the hospital.
d. The suitability between work distribution
and the employees’ skill
The suitability between the work
distribution with the capabilities above
would result well if it is by increading the
capacity of employees through several
activities which are in accordance with
their basic tasks and functions both in
house training or eks house training.
e. The base of work distribution in the work
unit
The base of work distribution has been in
accordance with the examination/review of
the documents which are found in a job
description guide of each unit in a hospital
or in the file document of each employee
in the Human Resource Department of the
hospital.
f. Attitude towards the work
The positive attitude shown by the
healthcare personels needs to be positively
appreciated by the hospital management.
According to Robbins (2003) in the thesis
of Muslims (2010), a positive employees’
attitudes can be shown because they have
work satisfaction, while employees who
are not satisfied with their work will show
a negative attitude towards their work 9.
g. The suitability between work and
expectation
Most healcare personnels are still oriented
to work full-time as clinicians than being a
prt of management team as they do not
understand about the work of management
yet, this managerial things are not obtained
in the College of healthcare personnel so
they do not understand what they should
do or what creativity they should create.
Concerning the reason above it should be
immediately followed up with increasing
the
the
healthcare
personnals’
understanding about it through formal or
non-formal education.
h. The work appropriateness
According to Kaswan (2012), an
appropriate
work
can
increase
productivity, responsiveness, quality, and
service to the customers3.
This condition is actually very good for
increasing customer satisfaction, both
internal and external.
i. Satisfaction towards the result of the work
The results of the work have not been
appropriated since they are affected by
the healtcare personnel who do not work
optimallyit happens because the desired
works do not suitable with their
expectation.
According to Luthans (2006) cited by
Kaswan (2012), this is a duty for Human
Resource Department to make the works
enjoyable, adjusted to the employees’
interest, employees’ skills and work, and
to motivate employees to make their works
are interesting and fun to increase their
own work productivity and satisfaction 3.
2.
a.
b.
Salary Factor
The suitability between salary and
allowance
According to Gilmer (1999), cited by
Kaswan (2012), the employees who
believe that the payroll systems is unfair
tend to be dissatisfied with his work. This
does not only applies on salaries, but also
on allowances. Actually, when people are
given the opportunity to choose the most
allowance they want, their work
satisfaction tends to be increased3.
The suitability between salary with formal
education and training
c.
According to Ivancevich (2001) quoted
from Kaswan (2012), individual-based
compensation
approach
about
the
knowledge-based salary, by giving
rewards to employees for having
additional knowledge either in the present
job category or new job categories, it
results better work quality significantly,
absenteeism and accidents which is
decreased significantly 3.
If we consider the results of the in-depth
interviews and FGD, then the Ivancevich’s
theory is not yet implemented.
the salary and allowance to meet the needs
of proper life
According to Sutrisno (2009), giving a
proper salary and allowance does not only
affect the financial condition of the
employees, but it also can appease the
employees to work more diligently and
have initiative doing their work. On the
contrary, by giving improper salary and
allowances will trouble their work spirit,
and their work perormance will be
decreased 9.
d. The salary Differences are based on
objective evaluation and can be adjusted
According to Sutrisno (2009), to achieve
the level of fairness and a better level of
eligibility, then giving different salary is
only based on differences of managerial
activities,
responsibilities,
skill,
10
knowledge, , and productivity .
3. Promotion/career Factor
a. Promotion/career
According to Eka (2012), promotion plays
important role for every employee, even it
becomes something they wish for in their
work, the promotion means there is trust
and recognition of employees ' skills and
capability to occupy a higher. Therefore
the promotion is one of the factors that
affect the employee’s job satisfaction. In
the implementation of the promotion there
must be a set of requirements in advance
and the requirements should be stated
strictly and clearly 7.
b. Employees have equal opportunities in
career enhancement
It is recommended immediately to make
the provisions or terms about the
promotion of employees at Queen Latifa
general hospital and socialize it to all
employees so that they all get the same
opportunities
for
career
enhancement/promotion.
4. Superior Factor
a. The superior’s support and encouragement
The support and encouragement from my
superiors both stated or in the form
encouragement to accomplish the work to
achieve the business objectives
b. The help and advice when the employees
in trouble
The nursing team and supporting teman
state that help and advice are always given
in the form of
coaching or direct
assistance on the spot.
c. The Communicatio between supervisor
and employees
According to the Mangkunegara (2011),
communication is influenced by two
factors, i.e. the factor from the sender or
called Communicator and the factor from
the receiver or from comunikan. Both
communicator and comunikan are
affected by the skills, attitudes, knowledge
and communication channel media 11.
The communication between supervisor
and employees is a management action to
better guarantee that the actions, attitudes,
and behavior of the employees in such a
way so that the ability of the organization
to achieve the objectives and goals , it also
increases and makes the organization can
meet its obligations towards the
employees12.
The communication is used to provide
information to employees and to be the
most effective tool for increasing
motivation, satisfaction and productivity of
the employees3.
d. The relation between management and
employees
Good relations is a key to success in the
workplace in order to work effectively, to
have creative performance and qualified
output within the organization. In addition,
there is tremendous loyalty and a strong
work ethic among the employees. The
vision of the leader becomes the
aspirations of employees. Consequently it
is remarkable said Maxwell (2001) in
Kaswan’s book 3.
Managers and employees should pay
attention and implement the factors that
can strengthen the good relations, they are:
trust, social intelligence, interest, equality,
interaction skill, and open minded attitude
3
.
5. Co-workers Factor
a. The relation among co-workers
According to Ilma, Hamzah and Aminudin
(2012), the relationships among coworkers in the workplace is the main thing
in the work, especially for the healthcare
personnels that would come into contact
directly with the patients in their medical
service 13.
b. Social relationships among employees
In an interview about the social
relationships among co-workers, it is okay
overall, as well as stated by healthcare
personnel in the FGD, that us the social
relationship among employees is good
and solid enough despite the high level of
selfishness (because most of the
employees are still young).
c. The hospital sense of belonging, trusting
and appreciating each other
According to Gooleman (2007) in
Kaswan’s (2012), if there is a good
relationship, it means person will feel
more
comfortable,
engaging,
understandable and there is mutual trust
among them. They can be more creative
together and more efficient in making the
decision 3.
d. The co-workers’ support
According to Eka (2012), the achievement
of a maximum results in work
is
supported by he co-workers’ support and
also condition or social atmosphere. Each
individual can not work by him/helself but
he/she requires cooperation with other
people, both in completing the work or in
outside of the work communication 8.
6.
a.
b.
Work condition factor
Work Situation
In this employment situation, the results
of in-depth interviews and FGD was the
same. The work situation is fairly
conducive, strongly supporting the
completion of the work even though there
are still some limitations of the means and
resources.
The work environment
From the in-depth interviews about the
working environment in terms of safety,
comfort, tranquility and cleanliness, the
respondents state that it is good. It is
different with the results of FGD where the
medical team, the nursing team and the
supporting team state that the working
environment in terms of safety, comfort,
tranquility and cleanliness is still lacking.
c. The availability and function of supporting
equipments
In the in-depth interview, it is revealed that
the availability and the function of
supporting equipment is privided but it is
not yet adequate, while the results of FGD
obtained different results, it is stated that
the availability and the function of
supporting equipment is limited and less.
d. Desirable working environment
A good work environment will affect the
sense of security for employees to work. It
is related to the fulfillment of needs at the
second and third level of the motivatio
theory by Maslow, that is the need of the
sense of security and safety and the need
to be accepted in the social environment
As in Hamsyah’s research (2004), the
analysis tells that a conducive working
atmosphere, where the facilities and
infrastructure are available, comfortable
environment,
relations
between
employees, the harmonious relationship
among superiors and employees will
greatly affect the nurse’ job satisfaction 14.
Conclusion
From the analysis data above, it can be
summed up:
1. Healthcare personnels are satisfied with
the work factor
2. Healthcare personnels have not been
satisfied with the salary factors
Baru), Skripsi, Fakultas Ilmu Sosial dan
Politik Universitas Riau.
3. Healthcare personnels have not been
satisfied with the promotional/career
factor
9.
4. Healthcare personnels are satisied with
the superior factor
5. Healthcare personnels are satisfied with
co-workers factor
6. Healthcare personnels are satisfied with
the working environment factor
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