Factors Influencing Job Satisfaction Among Swedish Occupational Therapists in Psychiatric Care

Abstract

This study examined job satisfaction among occupational therapists in Swedish psychiatric care, and investigated how clinical supervision, organizational aspects and demographic characteristics contributed to job satisfaction. We received 332 returned questionnaires, corresponding to a response rate of 66.9%. Job satisfaction factors that emerged were: general satisfaction with work, communication and co-operation among team members, managerial feedback, the patients' influence on care and the relatives' influence on care. The respondents rated their general satisfaction, co-operation and communication as high. They were least satisfied with the relatives' influence on care. We found few relationships between other factors and job satisfaction, but, for example, satisfaction with the patients' influence on care was higher among occupational therapists working in outpatient care than among those working in hospital wards. Furthermore, having supervision was positively associated with co-operation and communication. This study revealed a fairly satisfactory situation, possibly thanks to social support, advantageous care-planning strategies and supervision. However, managerial staff must be aware that measures need to be taken continuously to counteract detrimental forces. The study pointed to a need for further research that relates occupational therapists' job satisfaction with issues such as support, control and individual need for growth.

Factors influencing job satisfaction among Jordanian occupational therapists: A qualitative study

“…The therapeutic relationship with the clients and their families and the general working atmosphere created by the good relationship with colleagues and other health team members found in this study are consistent with findings of other studies (Eklund & Hallberg, 2000; Hellickson et al. , 2000; Lloyd & King, 2004; Moore et al.…”

“…Job satisfaction in the profession of occupational therapy has been studied in developed countries worldwide such as Sweden (Eklund & Hallberg, 2000), Australia (Lloyd & King, 2004; Meade, Brown & Hawke, 2005; Moore, Cruickshank & Haas, 2006; Simon, 2006) and the United States (Hellickson, Knapp & Ritter, 2000; Randolph, 2005), to name a few. However, the topic has been significantly overlooked in developing countries such as those of the Middle East with only one study investigating job satisfaction in occupational therapist in Bahrain (Panchasharam & Jahrami, 2010).…”

Practice assistants in primary care in Germany – associations with organizational attributes on job satisfaction

“…With empowerment they mean “the process of personal growth and development”, which is important in the context of the attractiveness of the profession as well as the development of care, education and management [30]. Other factors instrumental for empowerment include a low-hierarchy organization, a teamwork oriented approach within a practice, sufficient capabilities and a management which creates opportunities [31]. An important contribution to the job satisfaction of nurses could be set in a meta-analysis from 1993 performed by Blegen et al, which revealed that nurses’ job satisfaction was strongly associated with declined work stress, organizational commitment, communication and recognition for work [32].…”

Assessing Changes in Employees' Perceptions of Leadership Behavior, Job Design, and Organizational Arrangements and Their Job Satisfaction and Commitment

“…In yet another study transformational leadership, characterized by six dimensions-articulating vision, providing an appropriate vision, fostering acceptance of group goals, high performance expectations, providing individualized support, and intellectual stimulation-was positively related to job satisfaction and commitment (Viator, 2001). Among the organizational characteristics positively related to job satisfaction are communication, cooperation among team members, participation, satisfaction with compensation, coordination, and reward and recognition (Cohen & Austin, 1993;Eklund & Hallberg, 2000;Gleason, 1995;Lawler, Nadler, & Mirvis, 1983). Pay, promotion, and participative-decision making, on the other hand, are identified as having significant positive effects on commitment (Glisson & Durick, 1988;Mathieu & Zajac, 1990).…”