Nursing faculty retention is critical, as faculty retention directly impacts educational programs that produce future nurses poised to meet employment demand. The topics of job satisfaction and commitment are of continued interest as researchers examine factors that affect nursing faculty's intent to stay. Thus, this research focused on job satisfaction that potentially impacts the level of affective organizational commitment among nursing faculty. Regression results revealed that the supervisor, promotion, nature of work, and satisfaction with coworkers were positively related to affective organizational commitment, while nursing pay, benefits, and operating conditions revealed no statistically significant results.
Minority students, particularly those of the Black and Latinx communities, face daunting challenges-confronted with the recent pandemic, ongoing inequality, and increased financial uncertainty due to job loss and rising unemployment. With recent shifts to skill-based learning and remaining "work-ready," competency-based education (CBE) has never been more critical. CBE is outcome-focused, student-centered, and integrates instruction focusing on students mastering prerequisite content and skills to advance. However, many "in-person" programs primarily structure delivery around lecture-based delivery, often focus on the quantity of work versus behavioral outcomes, and fail to recognize the synergy of innovative delivery mechanisms. In a well-designed online program/course, faculty can anchor course objectives to competencies, implement innovative assessments, leverage components of Connectivism, and utilize just-in-time learning to help their students excel. This writing focuses on best practices for implementing components of Connectivism and just-in-time learning for programs/courses shifting to online delivery.
Context: Athletic trainers' (ATs) job satisfaction has been extensively researched, yet little is known about how satisfaction relates to organizational culture. Objective: To examine ATs' level of job satisfaction and organizational fit perceptions within their employment setting. Design: Cross-sectional study. Setting: Web-based questionnaire. Patients or Other Participants: 5,704 ATs (full-time employment, nonacademic appointment) were contacted via email; 841 participants began our survey (access rate = 14.7%), and 285 completed the survey (5.0% response rate; 33.9% completion rate; men = 107 (37.5%), women = 178 (62.5%); age = 34.8±9.9 years; employment setting = 34.7% NCAA D1 (n=99), 18.9% NCAA DII (n=54), 29.5% NCAA DIII (n=84), and 16.9% other. Main Outcome Measure(s): Participants responded to an online survey consisting of demographic questions, a 36-item Likert scale Job Satisfaction Survey (JSS), and the Cable and Judge revision of O'Reilly, Chatman, and Caldwell's 40-item ranking organizational cultures profile (OCP) survey. Multiple linear regression models for total or subscale job satisfaction were used to analyze the data. All models adjusted for the same demographic measures and the independent variables of interest were created from the organizational culture survey responses. Results: Coworkers (min=9, max=24, rho=0.79), communications (min=9, max=24, rho=0.78), and work itself (min=4, max=24, rho=0.71) were the most correlated with the total job satisfaction score (min=96, max=175). 54% of respondents selected adaptability, stability, and taking individual responsibility as one of their two most characteristic attributes in the organizational culture profile. 83% of respondents indicated being aggressive, high pay for good performance, and being distinctive/different from others as their two least characteristic traits. Conclusions: ATs' job satisfaction was impacted most by organizational factors, such as coworkers and communication, as well as individual attributes like adaptability, stability, and taking personal responsibility.
The success of any organization depends on its ability to maintain profits while the landscape of its operations changes. Organizations must be able to use available resources to identify changes in their daily operations and have the ability to address them in a timely manner. Operational dashboards provide a tool for managers to easily monitor employee performance and to coach their staff in order to achieve improvements. These stoplight type metric displays provide visual representations in near real-time. Consequently, the use of dashboards is particularly crucial to healthcare because it prompts management to respond to the changing needs of HCO departments, which ultimately affect its quality of care and impact its overall performance measurements. To meet these challenges, it is recommended that the administration of a large acute care HCO develop a dashboard in order for it to monitor the results and evaluate the progress of its busy nursing department which is responsible for handling Inpatient and Outpatient service care.
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