The purpose of this study was to construct and test a structural equation model on nursing work outcomes based on Youssef and Luthans’ positive psychological capital and integrated conceptual framework of work performance.

This study used a structured questionnaire administered to 340 nurses. Data were analyzed using structural equation modeling.

Positive psychological capital showed indirect and direct effects on job satisfaction, retention intention, organizational citizenship behavior, and nursing performance. While, the nursing work environment had direct and indirect effects on job satisfaction and nursing performance, it only had indirect effects on intention to work and organizational citizenship behavior. Additionally, a mediating effect on retention intention and organizational citizenship behavior was found between job satisfaction and nursing performance variables.

The nursing organization needs to build a supportive work environment and reinforce positive psychological capital to improve nursing performance. Additionally, it needs to actively manage the necessary parameters involved in the stages of job satisfaction, retention intention, nursing performance, and organizational citizenship behavior of nurses. The findings propose the continuous management of nursing personnel based on nurses’ attitude outcome, behavioral intention, behavioral outcome, and stage of role performance.

This study was conducted to investigate the influence of emotional expressivity, emotional intelligence, affectivity, job autonomy, social support, and emotional labor on clinical nurses’ individual well-being and to provide guidelines for interventions and strategies for its improvement.

The sample consisted of 207 nurses recruited from a general hospital in Korea. The participants completed a structured self-report questionnaire comprising measures of emotional expressivity, emotional intelligence, positive affectivity, negative affectivity, job autonomy, supervisor support, coworker support, deep acting, surface acting, emotional exhaustion, and job satisfaction. Data were analyzed using SPSS statistics 22.0 and AMOS 22.0.

The final model was a good fit for the data based on the model fit indices. In the path analysis, surface acting, negative affectivity, supervisor support, and coworker support had statistically significant effects on emotional exhaustion, explaining 29.0% of the variance. Deep acting, emotional exhaustion, positive affectivity, and emotional intelligence had statistically significant effects on job satisfaction, explaining 43.0% of the variance.

Effective strategies to improve clinical nurses’ individual well-being should focus on surface acting, deep acting, affectivity, social support, and emotional intelligence. The results of this study can be utilized as base data to manage emotional labor and improve clinical nurses’ individual well-being.

This study aimed to develop a Group REBT program with group counseling for nurses and test the effect of group counseling on their job stress, burnout, job satisfaction, organizational commitment, and turnover intention.

A quasi-experimental study with nonequivalent control group design was employed to identify the effect of the Group REBT program on nurses’ job stress, burnout, job satisfaction, organizational commitment, and turnover intention. Data were collected from 47 participants from two hospitals. The data from the experimental (n=23) and control (n=24) groups were analyzed from January 5 to April 3, 2015. The Group REBT program was conducted eight tmes in all, once a week, with each session lasting 180 minutes. The effect of experimental intervention was measured for each group using a series of structured questionnaires at each of the phases: Pre-intervention, post-intervention (immediately after intervention), and post-intervention (four weeks after intervention). Following this, the significance of the changes in the scores was tested.

The scores of the experimental group, which received the Group REBT program, were compared with those of the control group; the hypotheses were supported in terms of job stress (F=8.85, p<.001), burnout (F=5.62, p=.022), job satisfaction (F=2.70, p=.042), organizational commitment (F=2.97, p=.048), and turnover intention (F=4.60, p=.012).

The Group REBT program was shown to be an effective intervention that could reduce nurses’ job stress and burnout and increase job satisfaction and organizational commitment. Therefore, the Group REBT program can be adopted by nursing organizations to strategically decrease nurses’ turnover intention.

This study was performed to develop the Job Satisfaction Scale for Clinical Nurses (JSS-CN) and verify its validity and reliability.

A preliminary 42-item version of the JSS-CN was developed through literature reviews and in-depth interviews. The draft scale was developed using thirty-seven items selected following content validity evaluation. Finally, thirty-three items with response options on a 5-point Likert scale were selected based on internal consistency reliability and construct validity. Subsequently, the test-retest reliability and convergent validity of the JSS-CN were verified.

Six factors, namely, recognition from the organization and professional achievement, personal maturation through the nursing profession, interpersonal interaction with respect and recognition, accomplishment of accountability as a nurse, display of professional competency, and stability and job worth, were identified, which explained 59.7% of the total variance. The JSS-CN's Cronbach's a for the total scale was .95, and the intra-class correlation coefficient was .90. The correlation coefficient between the scores of the JSS-CN and Slavitt's scale was .75, and that between the JSS-CN and job performance was .53.

Results showed that the JSS-CN has good reliability and validity. Therefore, it is concluded that the JSS-CN could be a useful tool for the measurement of the job satisfaction of clinical nurses in Korea.

This paper was conducted to examine the effects of transformational leadership behaviors, within the substitutes for leadership model (Kerr and Jermier, 1978).

Data was collected from 181 staff nurses in 3 general hospitals, with self-reporting questionnaires (MLQ developed by Bass, rd-SLS developed by Podsakoff, et al., and MSQ developed by Weiss, et al.). Descriptive statistics, factor analysis, Cronbach's alpha and moderated regression analysis were used.

1) The transformational leader behaviors and substitutes for leadership each had correlations with job satisfaction. 2) The total amount of variance accounted for by the substitutes for leadership was substantially greater than by the transformational leadership behaviors. 3) Few of the substitutes variables moderated the relationships between the transformational leader behaviors and job satisfaction in a manner consistent with that specified by Howell, Dorfman, and Kerr (1986).

The finding of this study suggest that leaders need to have a better understanding of those contextual variables that influence job satisfaction. Thus future research should focus attention on the moderating effects of substitutes, as well as the things that leaders can do to influence them. In addition, it may be good to examine the effects of substitutes on other criterion variables.

This study was performed to analyze effects of the power and empowerment on job satisfaction and organizational commitment. This study was based on the Kanter's theory of organizational empowerment.

A predictive, non-experimental design was used to test the model in a sample of 688 nurses working in 7 university hospitals that have over 500 beds in Seoul, Kyunggi and Kangwon provinces. The data were collected from December, 2003 to January, 2004. It was analyzed with descriptive statistics and Pearson correlation of SPSS and with path analysis of LISREL.

The formal and informal power had direct effects on empowerment. Formal power also had direct effects on informal power. Empowerment had direct effects on job satisfaction and organizational commitment. Organizational commitment had direct effects on job satisfaction. There was positive effects in all of the variables.

The positive changes show on personal behaviors and attitudes when the nurses who have formal and informal power are empowered. These findings would be important resource to nurse administrators for clinical implication.

The purpose of this study is to investigate the role of social support in the experience of job stress among hospital nurses.

This study was carefully designed to overcome methodological shortcomings found in past research, and examined two organizational effectiveness variables(job satisfaction and organizational commitment) as outcome variables. The sample used in this study consisted of 602 nurses from 5 general hospitals. Data were collected with self-administered questionnaires and analyzed using hierarchical regression and LISREL technique.

It was found that: (a) three job stress variables(workload, role conflict and conflict with other medical staff) have negative effects on job satisfaction and organizational commitment; (b) social support have positive main effects on the two output variables; (c) the negative effects of job stress variables on job satisfaction and organizational commitment are not buffered by social support, and (d) social support mediates the effects of job stress on job satisfaction and organizational commitment, and the size of the mediating effects is small.

Further research needs to be done to further refine this study.

This study was conducted to investigate the influence of emotional labor, emotional dissonance, and burnout on nurse's turnover intention and examine the effect of job satisfaction on the relationships among emotional labor, emotional dissonance, burnout, and turnover intention.

The sample consisted of 350 nurses recruited from 6 general hospitals in 2 cities in Korea. A multiple-group analysis was utilized. Data were analyzed using SPSS statistics 23 and AMOS 20.

In the path analysis, turnover intention was directly related to burnout in clinical nurses who had a high job satisfaction (b=.24, p=.003), while it was indirectly related to emotional dissonance (b=.13, p=.002). In the multiple-group path analysis, turnover intention was directly related to emotional dissonance (b=.18, p=.033) and burnout (b=.26, p=.002) for nurses with low job satisfaction.

These results indicate that manuals and guidelines to alleviate the negative effects of emotional labor, emotional dissonance, and burnout, and to increase job satisfaction are strongly required to reduce turnover intention in nurses at the organizational level as well as at the individual level.

This study aimed to present and test a structural model for describing and predicting the factors affecting subjective career satisfaction of nurses experiencing rotation and to develop human resources management strategies for promoting their career satisfaction related to rotation.

In this cross-sectional study, we recruited 233 nurses by convenience sampling who had over 1 year of career experience and who had experienced rotation at least once at G university hospital. Data were collected from August to September in 2016 using self-reported questionnaires. The exogenous variables consisted of rotation perception and rotation stress. Endogenous variables consisted of career growth opportunity, work engagement, and subjective career satisfaction. A hypothetical model was tested by asymptotically distribution-free estimates, and model goodness of fit was examined using absolute fit, incremental fit measures.

The final model was approved and had suitable fit. We found that subjective career satisfaction was directly affected by rotation stress (b=.20, p=.019) and work engagement (b=.58, p<.001), indirectly affected by rotation perception (b=.43, p<.001) through career growth opportunity and work engagement. However, there was no total effect of rotation stress on subjective career satisfaction (b=-.09, p=.270). Career growth opportunity directly and indirectly affected subjective career satisfaction (b=.29, p<.001; b=.28, p<.001). These variables accounted for 65% of subjective career satisfaction.

The results of this study suggest that it is necessary to establish systematic and planned criteria for rotation so that nurses can grow and develop through sustained work and become satisfied with their career.

The aim of this study was to examine the mediating effect of empowerment in the relationship of nurse managers' authentic leadership, with nurses' organizational commitment and job satisfaction.

The participants in this study were 273 registered nurses working in five University hospitals located in Seoul and Gyeonggi Province. The measurements included the Authentic Leadership Questionnaire, Condition of Work Effectiveness Questionnaire-II, Organizational Commitment Questionnaire and Korea-Minnesota Satisfaction Questionnaire. Data were analyzed using t-test, ANOVA, Scheffé test, Pearson correlation coefficients, simple and multiple regression techniques with the SPSS 18.0 program. Mediation analysis was performed according to the Baron and Kenny method and Sobel test.

There were significant correlations among authentic leadership, empowerment, organizational commitment and job satisfaction. Empowerment showed perfect mediating effects in the relationship between authentic leadership and organizational commitment. It had partial mediating effects in the relationship between authentic leadership and job satisfaction.

In this study, nurse managers' authentic leadership had significant influences on nurses organizational commitment and job satisfaction via empowerment. Therefore, to enhance nurses' organizational commitment and job satisfaction, it is necessary to build effective strategies to enhance nurse manager's authentic leadership and to develop empowering education programs for nurses.

The purpose of this study was to examine burnout and job satisfaction among nurses based on Job Demand-Resource Model.

A survey using a structured questionnaire was conducted with 464 hospital nurses. Analysis of data was done with both SPSS Win 17.0 for descriptive statistics and AMOS 18.0 for the structural equation model.

The hypothetical model yielded the following Chi-square=34.13 (p = <.001), df=6, GFI=.98, AGFI=.92, CFI=.94, RMSR=.02, NFI=.93, IFI=.94 and showed good fit indices. Workload had a direct effect on emotional exhaustion (β = 0.39), whereas supervisor support had direct effects on emotional exhaustion (β = -0.24), depersonalization (β = -0.11), and low personal accomplishment (β = -0.22). Emotional exhaustion (β = -0.42), depersonalization (β = -0.11) and low personal accomplishment (β = -0.36) had significant direct effects on job satisfaction.

The results suggest that nurses' workload should be decreased and supervisor's support should be increased in order to retain nurses. Further study with a longitudinal design is necessary.

The purpose of this study was to test the turnover intention model for chief nurse officers in general hospitals. The variables for the study included job stress, social support, job satisfaction, and organization commitment.

A predictive, non-experimental design was used with a sample of 144 chief nurse officers from 144 general hospitals. Data were collected using self-administered questionnaires and analyzed using SPSS, AMOS program.

The overall fitness of the hypothetical model to the data was good (χ²=16.80, p=.052, GFI=.96, AGFI=.90, NFI=.97, CFI=.99). Job stress, social support, job satisfaction, and organization commitment explained 59.0% of the variance in turnover intention by chief nurse officers. Both organization commitment and social support directly influenced turnover intention for chief nurse officers, and job stress and job satisfaction indirectly influenced turnover intention.

The results imply that chief nurse officers in hospitals need social support and management of job stress to increase job satisfaction and organization commitment, and lower turnover intention.

This study was designed to identify burnout and factors influencing burnout in contingent nurses.

A cross-sectional design was conducted with a sample of 228 contingent nurses randomly selected from 25 general hospitals in Korea. The tools used for this study were scales measuring burnout (8 items), job stress (8 items), job satisfaction (9 items), self efficacy (9 items), organizational commitment (9 items), empowerment (9 items), autonomy (7 items) and social support (8 items). The data were analyzed using SPSS 15.0 employing Pearson correlation coefficients and multiple regression analysis.

The mean score for burnout in contingent nurses was 3.05 points. Factors influencing burnout in contingent nurses were identified as job stress (β=.40), satisfaction level with current ward (β=-.25), organizational commitment (β=-.21), job satisfaction (β=-.19) and empowerment (β=-.16). These factors explained 65.0% of burnout reported by contingent nurses.

The results indicate which factors are major factors influencing burnout in contingent nurses in general hospitals. Therefore, these factors may serve as predictors of burnout in contingent nurses.

This study was conducted to identify the factors that influence nurses' organizational citizenship behavior.

A cross-sectional design was used, with a convenience sample of 547 nurses from four university hospitals in Seoul and Gyeonggi province. The data were collected through a questionnaire survey done from September 22 to October 10, 2008. The tools used for this study were scales on organizational citizenship behavior (14 items), self-leadership (14 items), empowerment (10 items), organizational commitment (7 items), job satisfaction (8 items) and transformational·transactional leadership (14 items). Cronbach's alpha and factor analysis were examined to test reliability and construct validity of the scale. The data collected were processed using SPSS Window 15.0 Program for actual numbers and percentages, differences in the dependent variable according to general characteristics, and means, standard deviations, correlation coefficients and multiple regression analysis.

The factors influencing nurses' organizational citizenship behavior were identified as self-leadership (β=.247), empowerment (β=.233), job satisfaction (β=.209), organizational commitment (β=.158), and transactional leadership (β=.142). Five factors explained 42.0% of nurses' organizational citizenship behavior.

The results of this study can be used to develop further management strategies for enhancement of nurses' organizational citizenship behavior.

The purpose of this study was to investigate the determinants of job satisfaction of hospital nurses. The focus was on work rewards. A causal model of job satisfaction of hospital nurses was constructed based on situational perspectives.

The sample for this study consisted of 505 nurses from 2 general hospitals located in Seoul and Kyeonggi Province, Korea. Data were collected with self-administrated questionnaires and analyzed by hierarchical multiple regression.

All variables except workload were positively correlated with job satisfaction. It was found that three task reward variables (workload, meaning, and participation), two organizational reward variables (security and promotional chances) and one social reward variable (family support) had significant influence on nurses' job satisfaction. The explained variance for job satisfaction was 41.4%. The data further indicate that task rewards were the most significant determinants of nurse job satisfaction.

Theses findings provide strong empirical evidence for importance of task, organizational and social reward variables in explaining job satisfaction of nurses. The model used for this study will be useful for predicting nurse job satisfaction.

This study was a secondary analysis to verify the mediating role of organizational citizenship behavior (OCB) between organizational justice (OJ) and organizational effectiveness (OE) in nursing organizations.

The RN-BSNs and their colleagues in Seoul and Busan were subjects. The data was collected for 20 days between September 13 and October 2, 2004. Two hundred eighty three data sets were used for the final analysis. The fitness of models were tested using AMOS 5.

The fitness of hypothetical model was moderate. Procedural Justice (PJ), Interaction Justice (IJ) and Distributive Justice (DJ) had direct effects on Job Satisfaction (JS), Organizational Commitment (OC) and Turnover Intention (TI) in OE, and indirect effects on JS, OC and TI mediated by OCB. The modified model improved with ideal fitness showed the causal relations among OE. In modified model, PJ, IJ and DJ had direct positive effects on OCB and JS and OC in OE, and indirect effects on JS and OC mediated by OCB. JS and OC in OE had a direct negative effect on TI.

OCB mediated the relationship between OJ and OE, so the nursing managers should enhance OCB of the nurses in order to improve OE.

The purpose of this study was to describe the experiences of job satisfaction in clinical nurses.

Data was collected from three focus groups composed of 17 hospital nurses. Each focus group had an interview for an average of two and a half hours with the guidance of researchers. The main question was “how do you describe your lived experience of job satisfaction as a clinical nurse?” Qualitative data from the field notes and transcribed notes were analyzed using a grounded theory methodology developed by Strauss and Corbin.

The core category of experience of job satisfaction in clinical nurses was identified as “Finding success.” Supportive interpersonal relationships and environment affected this category. In the process of attaining job satisfaction through finding success, the participants were using four interactional strategies such as giving meaning, finding self-esteem, extending the horizon of life, and strengthening self-capability. The dimensions of job satisfaction in clinical nurses were the sense of achievement, stability, and pride.

The results of this study yields very useful information for nursing mangers to design a program which enhances job satisfaction of clinical nurses based on interactional strategies.