2.1. Job-related stress
Work-related stress has been recognized as a significant occupational health concern worldwide. It is defined as a negative psychological and physiological response to workplace stressors, resulting in detrimental effects on an individual's well-being and work performance (Hurrell and Murphy, 2018; World Health Organization, 2019). Studies have shown that healthcare professionals, including nursing staff, are at a higher risk of experiencing work-related stress due to their demanding work environment, high workload, emotional labor, and exposure to violence and aggression (Babenko-Mold et al., 2018; McVicar, 2003).
The consequences of work-related stress on nursing staff are profound and can impact their physical, mental, and social health, as well as their job satisfaction and turnover intention. High levels of work-related stress have been associated with increased absenteeism, presenteeism, and staff turnover, leading to reduced quality of care and increased healthcare costs (Babenko-Mold et al., 2018; McVicar, 2003). Several studies have identified organizational factors, including low job control, poor leadership, and inadequate support, as significant contributors to work-related stress among nursing staff (Laschinger et al., 2009; Ouzouni and Nakakis, 2012). In addition, work-related stress among nursing staff has been linked to decreased patient satisfaction and increased medical errors, infections, and adverse events (Adriaenssens et al., 2015; Halbesleben and Buckley, 2004).
To address work-related stress among nursing staff, interventions have been proposed at the individual, organizational, and policy levels. These include stress management programs, communication and teamwork training, supportive leadership, workload management, and flexible scheduling (Babenko-Mold et al., 2018; Laschinger et al., 2009; World Health Organization, 2019). It is important for healthcare organizations and policymakers to prioritize the prevention and management of work-related stress among nursing staff to ensure safe and high-quality patient care, as well as to promote the well-being and retention of healthcare professionals.
2.2. Job satisfaction
Job satisfaction is an essential aspect of employee wellbeing and organizational effectiveness. According to Hackman and Oldham (1976), job satisfaction is a psychological state resulting from the evaluation of one's job and work environment. It is a multidimensional construct that encompasses several aspects of work, including the nature of the work, the work environment, relationships with coworkers and supervisors, rewards, and opportunities for growth and advancement.
Research has shown that job satisfaction is a critical factor in determining employee retention, productivity, and organizational commitment (Judge et al., 2005). When employees are satisfied with their jobs, they are more likely to stay with their organizations, work harder, and contribute more to the organization's goals. In contrast, job dissatisfaction can lead to absenteeism, turnover, and reduced productivity, ultimately affecting the organization's bottom line (Spector, 1997).
There are several theories explaining job satisfaction, including the dispositional theory, affective events theory, and social information processing theory. Dispositional theory suggests that job satisfaction is a stable personality trait, with some individuals being predisposed to feel satisfied or dissatisfied with their jobs (Judge and Bono, 2001). In contrast, affective events theory suggests that job satisfaction is determined by emotional responses to specific work events, such as a promotion or a positive interaction with a colleague (Weiss and Cropanzano, 1996). Social information processing theory proposes that job satisfaction is influenced by social comparisons with other employees in similar jobs and organizations (Salancik and Pfeffer, 1978).
Several factors have been identified as determinants of job satisfaction, including job characteristics, work-life balance, organizational culture, and interpersonal relationships. Job characteristics theory (Hackman and Oldham, 1976) suggests that specific job characteristics, such as task variety, autonomy, and feedback, can impact job satisfaction. Work-life balance has also been linked to job satisfaction, with employees who can balance their work and personal life reporting higher levels of job satisfaction (Greenhaus et al., 2003). Organizational culture, including the values, beliefs, and norms shared by employees, can also impact job satisfaction (Ostroff et al., 2003). Positive interpersonal relationships with colleagues and supervisors have also been linked to higher levels of job satisfaction (Eisenberger et al., 2001).
Several studies have investigated the relationship between job satisfaction and individual and organizational outcomes. For instance, research has shown that job satisfaction is positively related to job performance (Judge et al., 2005). Employees who are satisfied with their jobs are more likely to perform well and achieve their goals. Job satisfaction has also been linked to lower levels of absenteeism and turnover (Hom et al., 1992). Satisfied employees are less likely to miss work or quit their jobs, leading to reduced costs for organizations. Additionally, job satisfaction has been linked to higher levels of organizational commitment, with satisfied employees being more committed to their organizations (Mowday et al., 1982).
In conclusion, job satisfaction is a critical aspect of employee wellbeing and organizational effectiveness. It is a multidimensional construct that encompasses several aspects of work and is influenced by various factors, including job characteristics, work-life balance, organizational culture, and interpersonal relationships. Job satisfaction has been linked to several individual and organizational outcomes, including job performance, absenteeism, turnover, and organizational commitment. It is, therefore, essential for organizations to prioritize job satisfaction in their human resource management practices.
2.3. Relationship between job satisfaction and job-related stress
Work stress has long been recognized as a significant occupational health problem that can have serious implications for employee well-being, job satisfaction, and organizational productivity (Leka et al., 2015). Many studies have found a negative relationship between work stress and job satisfaction, with stressors such as workload, job insecurity, lack of control, and poor organizational support being particularly problematic (Coomber et al., 2007; Khamisa et al., 2015).
Numerous studies have demonstrated that job satisfaction is negatively associated with job-related stress (e.g., Coomber et al., 2007; Blegen, 1993; Healy et al., 2000; Khamisa et al., 2015). For instance, a study of nurses in South Africa found that job stress was significantly negatively related to job satisfaction, with workload and organizational support being the most important predictors of both constructs (Khamisa et al., 2015). Similarly, a study of nurses in Iran found that high levels of job stress were associated with lower job satisfaction and higher intention to leave (Amini et al., 2018). A meta-analysis of over 200 studies found that job stressors, such as role ambiguity, role conflict, and job demands, were negatively related to job satisfaction (Podsakoff et al., 2000). Conversely, job resources, such as social support, feedback, and autonomy, were positively related to job satisfaction.
In the healthcare sector, job satisfaction is particularly important, as it has been linked to better patient outcomes, lower rates of turnover, and higher levels of organizational commitment (Shanafelt et al., 2012). One study of healthcare workers found that job satisfaction was positively associated with patient safety and quality of care, and negatively associated with absenteeism and turnover (Shanafelt et al., 2012). Another study of nurses found that job satisfaction was related to better patient outcomes, such as lower mortality rates, shorter hospital stays, and higher patient satisfaction ratings (Buchan et al., 2013). Thus, promoting job satisfaction among healthcare workers is important not only for their own well-being, but also for the quality of care they provide to patients.
Numerous factors have been identified as influencing job satisfaction and job-related stress in the healthcare sector. For example, a study of nurses in the United States found that job stress was negatively related to control over practice and job autonomy, as well as job demands and role conflict (Aiken., 2002). Similarly, a study of nurses in Iran found that job stress was associated with high workload, lack of social support, and low organizational commitment (Amini et al., 2018). Another study of nurses in the United States found that job satisfaction was positively related to autonomy, job resources, and social support, and negatively related to job demands and work-family conflict (Halbesleben et al., 2008).
Organizational factors have also been found to influence job satisfaction and job-related stress. For instance, a study of nurses in the United Kingdom found that job satisfaction was related to organizational support, staffing levels, and perceived fairness of pay (Unsworth et al., 2005). Another study of nurses in Canada found that job satisfaction was positively related to organizational culture, work-life balance, and opportunities for professional development (Tourangeau et al., 2007).
In conclusion, job-related stress and job satisfaction are interconnected and affect not only the mental health of employees but also their job-related behavior. Understanding the factors that affect job satisfaction and job-related stress is crucial to promoting employee well-being and job performance.