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

Published online by Cambridge University Press:  02 February 2015

Kate Shacklock ,
Yvonne Brunetto  and
Rod Farr-Wharton
Kate Shacklock
Affiliation:
Department of Employment Relations and Human Resources, Griffith University – Gold Coast Campus, Southport, QLD, Australia
Yvonne Brunetto
Affiliation:
Southern Cross Business School, Gold Coast Campus, Coolangatta, QLD, Australia
Rod Farr-Wharton
Affiliation:
Faculty of Arts and Business, University of the Sunshine Coast, Maroochydore, QLD, Australia
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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 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.

Keywords

nursinghealthcare administrationnurse supervisorsjob satisfactionrole clarityautonomyAustralia
Type
Managing skilled healthcare workers
Information
Journal of Management & Organization , Volume 18 , Issue 5: Healthcare management: Progress, problems and solutions , September 2012 , pp. 659 - 672
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

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