知覺領導型態、工作滿意度及離職傾向之相關研究 —以中部某公立醫院護理人員為例

背景與目的：醫療院所因應各項健保給付而縮減人力的成本，造成醫護人力短缺。有效的領導型態能提升員工工作滿意度及降低離職，以達到降低醫院招募及訓練的成本，並提升完善的護理照顧品質。本研究目的乃探討中部某公立醫院護理人員知覺領導型態、工作滿意度及離職傾向之相關研究。方法：本研究採結構式問卷調查法，以中部某公立醫院護理人員為對象，通過IRB後發放281份問卷，有效回收276份(回收率98.2%)。研究工具包括基本資料、知覺領導型態、工作滿意度及離職傾向，以SPSS 18.0版進行描述性與推論性統計分析。結果：(1)以大學學歷(54.3%)、已婚(58.7%)、護理師(88.8%)、約僱(74.6%)居多，平均年齡35±7.6歲、平均年資6.7±6.22年。(2)護理人員對領導型態及工作滿意度感受為偏高程度、離職傾向為中等程度。(3)護理人員知覺領導型態層面依序得分為「體制」、「體恤」，而工作滿意度層面依序得分為「上司滿意度」、「內在滿意度」、「外在滿意度」。(4)時薪制的護理人員滿意度顯著高於公職與約用(僱)者。(5)護理人員的年齡越高、子女數越多，則其離職傾向越低。(6)護理人員知覺領導型態之高體恤、高體制與工作滿意度有正相關。(7)護理人員知覺領導型態之高體恤、高體制與離職傾向有負相關。(8)護理人員工作滿意度對離職傾向具有顯著預測力。結論：護理人員知覺領導型態為高體恤、高體制及工作滿意度越高，則離職傾向越低。護理主管適時地給予同仁鼓勵及關心，維繫工作環境氣氛的合諧；針對不同身分別資深護理同仁，應適當的分配工作，適時的給予獎勵，藉此以提升護理人員的工作滿意度進而降低離職傾向，尋求護理人員工作之穩定性，以提升整體護理照護品質。

關鍵字

護理人員；公立醫院；知覺領導型態；工作滿意度；離職傾向

並列摘要

Background and Purpose: A shortage of medical staff has occurred as medical institutions try to reduce the cost of manpower in response to various health insurance payments. Effective leadership style can improve employee job satisfaction and reduce turnover, so as to reduce the cost of hospital recruitment and training, and improve the quality of nursing care. The purpose of this study is to investigate the relationship between perceived leadership style, job satisfaction and turnover intention of nursing staff in a public hospital in central Taiwan. Method: This study adopted a structured questionnaire survey method, and took the nursing staff of a public hospital in the central region as the subjects. After the IRB, 281 questionnaires were issued, and 276 copies were effectively recovered (recovery rate 98.2%). Research tools included the descriptive and inferential statistical analysis with SPSS version 18.0 for the basic data, perceived leadership style, job satisfaction and turnover intention. Results: (1) Most subjects were with university degree (54.3%), married (58.7%), senior nurses (88.8%), and contract employees (74.6%), and the average age was 35±7.6 years, and the average seniority was 6.7±6.22 years. (2) Nursing staff felt high level of leadership style and job satisfaction, and the turnover intention was moderate. (3) The scores of levels of the nursing staff’s perceived leadership style were in the order of “system” and “compassionate”, while the scores of levels of job satisfaction were in the order of “superior satisfaction”, “intrinsic satisfaction” and “external satisfaction”. (4) The satisfaction of nursing staff in the hourly salary system was significantly higher than that of public and contract employed. (5) The higher the age of the nursing staff and the more the children they have, the lower their turnover intention. (6) The high level of compassion and system in the nursing staff’s perceived leadership style had a positive correlation with job satisfaction. (7) The high level of compassion and system in the nursing staff’s perceived leadership style had a negative correlation with the turnover intention. (8) The job satisfaction of nursing staff had a significant predictive power on turnover intention. Conclusion: If the nursing staff’s perceived leadership style is high compassion and high system, job satisfaction will be higher and turnover intention will be lower. The nursing supervisor shall give encouragement and concern to the colleagues in a timely manner to maintain the harmony of the working environment; appropriate assignments should be made to senior nursing colleagues of different levels and rewards should be provided in a timely manner, so as to improve the job satisfaction of nursing staff and reduce the turnover intention and seek the work stability of nursing staff to improve the overall quality of nursing care.