Starfsánægja hjúkrunarfræðinga og viðhorf til þjónandi forystu í fari yfirmanna á umbreytingartímum í heilbrigðisþjónustu
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Issue Date
2020-11-16
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Nurses job satisfaction and attitudes towards servant leadership during organizational reforms in health care servicesCitation
Kristín Þórarinsdóttir, Hjördís Sigursteinsdóttir, Kristín Thorberg. Starfsánægja hjúkrunarfræðinga og viðhorf til þjónandi forystu í fari yfirmanna á umbreytingartímum í heilbrigðisþjónustu. Tímarit hjúkrunarfræðinga. 2020; 96(3):85-91.Abstract
Tilgangur: Árið 2014 voru gerðar breytingar á heilbrigðisþjónustu hér á landi sem leiddu til fækkunar á heilbrigðisumdæmum og samruna stofnana. Við breytingarnar varð til Heilbrigðisstofnun Norðurlands (HSN) með sex starfsstöðvar. Slíkar stjórnvaldsákvarðanir geta haft áhrif á starfsánægju starfsmanna og því skiptir máli hvernig stjórnendur bregðast við og innleiða þær. Tilgangurrannsóknarinnar var að skoða starfsánægju hjúkrunarfræðinga á HSN skömmu eftir skipulagsbreytingar, meta viðhorf þeirra til þjónandi forystu í fari yfirmanna sinna í hjúkrun ásamt því að kanna hvort tengsl væru milli þessara tveggja þátta. Aðferð: Gögnum var safnað með könnun um starfsánægju og spurningalista um þjónandi forystu, Servant Leadership Survey (SLS) í íslenskri þýðingu. Spurningalistinn leiðir í ljós heildartölu þjónandi forystu og átta undirþætti hennar. Þátttakendur voru hjúkrunarfræðingar á HSN (N=104) sem fengu spurningalistann í tölvupósti. Svarhlutfall var 47,1%. Við úrvinnslu gagna var notuð lýsandi tölfræði og ályktunartölfræði. Niðurstöður: Starfsánægja mældist há og fram komu sterk jákvæð tengsl milli starfsánægju og þjónandi forystu. Heildarvægi þjónandi forystu mældist 4,62 af 6,0 mögulegum (SD = 0,65). Meðalstigafjöldi undirþátta lá á bilinu 3,39 til 5,01. Þrír af átta þáttum þjónandi forystu (hugrekki, forgangsröðun í þágu annarra og falsleysi) voru undir viðmiðunarmörkum (α < 0,7). Undirþáttur með hæsta gildið var fyrirgefning en það gefurtil kynna að persónulegur ágreiningurtrufli ekki samskipti hjúkrunarfræðinga og yfirmanna í hjúkrun á HSN. Ályktanir: Niðurstöðurnar gefa til kynna að hjúkrunarfræðingar á HSN, sem var nýlega stofnuð þegar rannsóknin fór fram, hafi verið ánægðir í starfi og einkenni þjónandi forystu hafi verið til staðar hjá yfirmönnum í hjúkrun á stofnuninni. Þá gefa þessar niðurstöður vísbendingar um að yfirmenn í hjúkrun á HSN hafi ráðið vel við þær skipulagsbreytingar sem urðu á heilbrigðisþjónustunni á þjónustusvæði HSN.Aim: In 2014, changes were made to the organization of health care services in Iceland, which led to a reduction in health disputes and merging of institutions. During the changes, the Health Care Institution of North Iceland (HSN) was established with six workstations. Such administrative decisions can affect the job satisfaction of employees and therefore it is of importance how managers react to and implement such changes. The purpose of the study was to examine the job satisfaction of nurses at HSN shortly after the organizational changes and evaluate their attitudes towards servant leadership of their nursing managers at HSN as well as explore the correlation between these two factors. Method: Data was collected by a survey about job satisfaction and the Icelandic translation of the Servant Leadership Survey (SLS). The questionnaire measuresthe totalscores ofservant leadership and its eight dimensions. Participants were nurses at HSN (N = 104) who received the questionnaire via email. The response rate was 47.1%. Descriptive and exploratory statistics was used to analyse the data. Results: Job satisfaction was high and the results revealed a strong positive correlation between job satisfaction and servant leadership. The overall value of servant leadership was 4.62 of 6.0 possible (SD = 0.65). The main score each dimension ranged from 3.39–5.01. Three of the eight dimensions of servant leadership were statistically insignificant (courage, standing back and auhenticity (α < 0.7)). The dimension that scored highest was forgiveness, indicating that personal disagreement does not interfere with communication between nurses and their nursing managers at HSN. Conclusions: The results indicate that nurses at newly established HSN when the study was conducted, were satisfied with their job and the characteristics of servant leadership were present among the HSN’s nursing managers. The results also indicate the HSN’s managers have handled well the organizational changes that have taken place in the health service in the HSN area. Keywords: Servant leadership, job satisfaction, organization changes, nurses, women.
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