The influence of managers on job satisfaction in occupational therapy

Publication Type:
Journal Article
British Journal of Occupational Therapy, 2006, 69 (7), pp. 312 - 318
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Promoting job satisfaction in a workplace can make a positive contribution towards the recruitment and retention of staff. The aim of this study, using a hermeneutical phenomenological approach, was to investigate what occupational therapy managers did to have a positive and a negative influence on the job satisfaction of their staff. It was clear that managers played a key role in influencing job satisfaction through their actions and behaviours. In particular, managers who demonstrated care and support towards their staff, while at the same time demonstrating that they were strong advocates and able to make decisions for the good of the department rather than for the benefit of the individual, influenced job satisfaction positively. Job dissatisfaction was strongest when managers were seen to treat staff differently, which was construed as a demonstration of bias stemming from favouritism. The results from this study suggest that staff access to benefits, such as flexible working conditions and educational funding, should be transparent and guided by clear policies.
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