CHAPTER 2
2.0 Literature Review
2.1 Introduction
This chapter provides insight on literature by explaining the concept of career development, job satisfaction and turnover rate. Furthermore, this chapter provides guidelines on theoretical association for the creation of the research hypothesis.
2.2 Career Development
Definition
Career development as a pursuit of personal growth and progression during the career of an employee. Career development is a lifetime process which continues towards working adulthood and into retirement. Gyansah & Guantai, (2018) defines career development as a “the lifelong process of managing learning, work, leisure and transitions in order to move toward a personally determined and evolving preferred future” Tong & Wong, (2013) defines career development as a “systems of training, development programs, promotion, incentives and salary of an organization.” Career development programs aim to promote organizational learning within the organization as both employees and organizations are working in partnership to achieve mutual goals. Under such programs, employees are responsible for developing their programs while the organization assists them in achieving them.
A fundamental matter could be achieved by specialization and career development, which certainly impact nurses’ job satisfaction, as well as their intention to remain employed at their institutions. Is their sense of pride regarding their professional competence and skills (Blegen, 1993). Studies concerning this issue have shown that this sense provides nurses with self-confidence and appreciation toward their work? Likewise, the right choice of nursing as a career (Lent, Brown, & Hackett, 1994). Besides that, knowledgeable nurses are more credibly to move up in their occupation because of their capabilities to implement tasks, solve problems and make appropriate professional decisions on their own without referring to anyone. No doubt developing professional knowledge, skills, and techniques will generate personal confidence and Self-efficacy. Makes them exercise greater control over their nursing tasks and allow them to contribute to decision-making. (Kramer & Schmalenberg, 1993). Whether it is clinical or administrative. Accordingly, self-efficacy will boost their sense of self-governing and independence, acting as a partner more than regular employees which will enhance their commitment and dedication towards their institutions (Alexander, Weisman, & Chase, 1982).
In the same way, it inspires their ability to innovate and invent a creative solution, increases their determination to persevere in achieving the goals of their institution and promoting more effective and productive practices (Sabiston & Spence Laschinger, 1995). To sum up all the above, career advancement and career ladder have a strong relationship with job satisfaction. Career ladder was one of the outcomes that affected nurses in their jobs, which is an essential factor.
2.3 Theoretical Background
This study has relied on Herzberg’s theory, along with Maslow’s theory to support its theoretical framework on the external and internal factors that affect nurses’ job satisfaction. As well as to answer the query of our research paper why nursing career advancement programs is an effective motivator for nurses to remaining in their career. Since deep understanding of the conceptual framework, based on systematic models in the grounds of nurses’ organizational behaviour, able to provide the human resources management in hospitals, with practical, technical and logical philosophies to design a work environment paradigm capable of creating an effective system, which will help in attracting qualified nurses and keeping them in their field. Moreover, it will help to establish an operative training and development strategy to improve nurses’ individual and institutional skills, and so develop their capabilities and job performance. In a way that nurses and hospital, goals will meet at the same destination. In addition, this will lead nurses to increase loyalty and belonging to their hospitals. Therefore, according to these two theorists, the needs and motivations of the employee must be in line with the values and strategic policies of the institution, where failure to establish such a harmony will inevitably affect the employee’s satisfaction and thus the decision to stay in their institution. Here the importance of this theoretical framework in our research, as the outdated management in the healthcare institutions were incomplete and incapable to stop the continuous and acute loss of nursing expertise, as it used to explain the nurse’s dissatisfaction with a one-sided and inadequate explanation and usually their solution is with financial inducements, such as an increase in salary. These temporary invalid solutions are neither able to respond to the actual nurses’ needs and their motivations, nor to address the enormous complexity in the structure of the nursing work. Besides that, the random increase in salary can lead to opposite results. To illustrate some hospitals used to increase the salary of the competent nurse who works for them when he submits his or her resignation to retain him since it relays on his or her performance at work, in a way that becomes a noticeable trend. This random increase in salary has spread the chaos, and a sense of injustice among the nurses who are in the same position as the nurse who tried to resign also the hospital is subject to blackmail and sometimes to fake resignations to put pressure on the hospital management. Therefore, many researchers have emphasized through their research that a healthy and harmonious relationship, between internal and external work values, must be achieved to reach job satisfaction (Manisera, Dusseldorp, & van der Kooij, 2005). A study in the field of nursing found that defining external and internal work values have a direct impact on nurses’ job satisfaction and their decision to leave or stay in their jobs (Hegney, Plank & Parker, 2006). As well as the promotion and increase must be in an organized manner, that meets with the development of nurses’ duties and responsibility to achieve the required goal.
2.3.1 Maslow Theory
In 1954, Abraham Maslow presented his theory known as the Hierarchy of Needs Theory, which focuses on people. Needs are several, and that the needs that have not yet been satisfied are the ones that affect their behaviour. As for the needs that have been satisfied, they are not acts as a motivation for the individual, and that there is a hierarchical arrangement of human needs, whenever one of these needs is satisfied, the individual moves to the unsatisfied need that follows it in the paradigm of the hierarchical need. Maslow has classified this need into five levels according to their relative importance:
Physiological needs: They are the basic needs of human’s life, such as the need for food, water, sleep, warmth, and sex. Which are the basic needs of all human beings, and therefore they come at the bottom of the needs’ pyramid. In this regard, it is essential to mention the role of trade unions, including the order of nurses in Lebanon, to make the necessary pressure on the governmental authority to fix the basic salary which could fulfil these basic needs.
The need for safety: It expresses the needs of the individual to be safe from dangers and to feel a measure of reassurance and certainty in what It is related to the surrounding environment. The feeling of security and assurance is not limited to the physical body only. Still, also includes psychological security in this context, it is essential to provide nurses with job stability and insuring towards risks such as social security and health insurance.
Social needs: They are the needs of human relations, so the individual wants to feel that others exchange his affection and love that he belongs to a group, he has friends, and he communicates and interacts with others.
The estimate needs: It is the individual’s need to feel valued, and when this appreciation comes from the individual himself, it is the Self-esteem, and when the source of this appreciation is other people in terms of the social status and respect they give to the individual. The estimate is external.
Self-realization needs: They express the individual’s need to launch, with his skills and abilities, to distances that allow him to conducts business and activities in a manner reliable with the ideal use of his capabilities, talents and energies.
Maslow studies, confirm that the feeling of satisfaction cannot be achieved without caring for the needs of individuals. Therefore, it is necessary to study Needs and to determine their importance, as achieving satisfaction has a significant role in increasing the effectiveness of the individuals and organizations’ performance, which could be attained through continually motivating employees and make them feel safe and stable by satisfying their needs.
Therefore, Job satisfaction at the minimum level of needs (physiological and safety) is achieved by providing the employees with an adequate wages and rewards system to employees, also with health insurance and medical care systems (the need for safety).
As for higher needs, they are fulfilled through other factors that lead to job satisfaction, such as delegation of authority Participation in decision-making and the ability to achieve effective participation in the organization, and this is, in short, the goal pursued by human resources management in hospitals through professional development programs.
2.3.2 Herzberg theory
In 1959, Herzberg and colleagues conducted an empirical study of satisfaction as a driver of individual behaviour, and he formulated his famous two-factor theory, Herzberg believes that there are two separate groups of factors influence the employee job satisfaction and dissatisfaction.
The first is the motivating factors the presence of them make employees’ motivation boost and drive them to work harder with enthusiasm, in other words, it generates a feeling of satisfaction among employees, but its absence or lack of their suitability does not necessarily lead to dissatisfaction. (Herzberg et al., 1957). Some of these factors Related to the position, or the job itself, such as: taking responsibility, participating in decision-making, and having opportunities for promotion, or advancement and the possibility of growth, recognition and achievement. All of these factors are considered internal factors that affect motivation and sensation.
Whereas the second is hygiene factors, their presence will not motivate employees, lacks will demotivate them and lead to job dissatisfaction if not provided, and increase employees complaint and these factors are not present in the genuine job itself but surround the job: such as salary, material, work conditions, relations between subordinates, supervisory style, company policies, guarantee.
2.4 Job Satisfaction
Definition
Azri, (2011) defines job satisfaction as “any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job”. Job satisfaction represents positive and negative feelings associated with the job. In other words, it represents the extent to which the company is meeting expectations of an employee. In a nutshell, job satisfaction represents individual behaviour in the workplace. (Azri, 2011)
Researchers cited multiple definitions of job satisfaction, with some suggesting job satisfaction is the degree of the individual’s needs being satisfied by the work, and this satisfaction is usually achieved through wages, Conditions of work, nature of supervision, recognition by the others, and nature of work itself. Many researchers considered Job satisfaction the most important work-related trend. So many have Studied it frequently, and it still attracts the attention of managers in various organizations, the main reason for studying job satisfaction is to provide managers with insights and ideas that will help them Improving employees’ attitudes towards work. This trend is due to deep understanding of human capital role in achieving organizations goals and creating their success. Therefore, it is necessary to increase interest in employees’ perception of job satisfaction.
Job satisfaction is the satisfaction of employee’s needs (whether these needs are financial or moral) through work. Satisfaction is the positive direction that the individual carries towards his work (Lambert, Hogan & Barton, 2002), it is the reflection of employee inner contentment derives from this work (Yoon & Thye (2002). Therefore, it refers to the psychological state that the individual feels towards his work, and the effect of this feeling on a person’s performance, commitment, and his affiliation with the organization in which he works (Meyer et al., 2002). Several studies have indicated a direct relationship between job satisfaction and the level of development and progress in the organization. However, job satisfaction is an essential element to improve organizational performance (Ismail et al., 2015). All the institution should found a strategy to enhance job satisfaction among their employee. As for hospitals, job satisfaction is of greater importance as it relates to health care service. Since the nurses are the principal groups in the hospital, and the quality of medical service, which they provide for patients is crucial regarding the success of hospital business, so their job satisfaction is essential (Kaddourah et al., 2013). Enhancing job satisfaction among nurses means to decrease the nurses turnover and increase retention and intention to stay in their hospital.
Empirical Evidence on Relationship between Career Development and Job Satisfaction
Shujaat et al. (2013) conducted studies to investigate the relationship between career development and job satisfaction in the banking sector, where a complete set of 395 questionnaires were distributed amongst the banks. Data collected from the questionnaire were analyzed in SPSS using the Chi-Square test, which suggests that there is a significant statistical relationship between career development and job satisfaction in the banking sector.
Hakim, (2020) conducted studies to investigate the impact of compensation, career development and working environment on job satisfaction amongst the employees in PT Jakarta Tourisindo where a complete set of 86 questionnaires were collected using random sampling method and analyzed using path analysis which suggests that career development is a significant predictor of job satisfaction with the beta value of 0.250 which the value of significance 0.046 which is less than the significance level of the interval.
Sitohang (2019) conducted studies to investigate the impact of career development on employee performance using job satisfaction as a mediator. Findings of the study suggest that their career development is positively and strongly correlated with job satisfaction which mediates the relationship between career development and employee performance.
Kaya & Ceylan (2014) conducted the study in Turkey to investigate the relationship between career development and job satisfaction where a complete set of n= 204 questionnaires was distributed amongst the employees. Findings of the study suggest that career development programs and organizational commitment partially affect job satisfaction amongst the employees. In contrast, career development programs do not directly influence an individual’s job performance.
Quinn & Reardon, (2013) conducted a study to investigate the relationship between Employment Development as an Influence on Job Satisfaction where data was gathered using questionnaires which were analyzed using structural equation modelling. Findings of the study suggest that employee development have a direct effect on job satisfaction of employees with the beta value of .604 and probability of 0.238.
Based upon the above empirical evidence from (Shujaat et al., 2013; Hakim, 2020; Sitohang, 2019; Kaya & Ceylan, 2014 and Quinn & Reardon, 2013) provides a rationale for the formulation of below hypothesis.
Hypothesis 1: There is a significant statistical relationship between career development and job satisfaction.
2.5 Employee Turnover Rate
Definition
Iqbal, (2010) defines turnover as a “the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period”. Employee turnover can be categorized into two types which includes involuntary and voluntary turnover. Involuntary turnover can be further categorized into two types which include the discharge of duties due to productivity or disciplinary issues and downsizing as a part of organizational initiatives of restructuring to improve organizational effectiveness. Voluntary turnover is also categorized into two types which include avoidable and unavoidable turnover, where avoidable turnover refers to the potentially preventable turnover. In contrast, unavoidable turnover refers to the turnover, which happens involuntarily due to employee death or spouse relocation.
Empirical Evidence on Relationship between Career Development and Turnover Rate
Al-sharafi et al., (2018) conducted studies to investigate the impact of career development, training and non-monetary rewards on employee retention in the Yemeni telecommunication sector. Findings of the study where primary data was gathered from n=100 non-managerial employees working in the Yemeni telecommunication sector. Findings of the study suggest that there is no significant statistical relationship between career development on employee satisfaction and employee retention. In contrast, there is a significant statistical relationship between training on employee retention.
Nagarathanam, Venkitasamy & Attiah, (2018) conducted a study to investigate the impact of career development on employee retention in the Qatari aviation industry. Primary data was gathered using questionnaires and analyzed using SPSS which shows that there is a moderate relationship but statistically between career development and employee retention as career development practices within the Qatari aviation sector contributes 35.3% to employee retention.
Rahman & Syahrizal (2018) conducted studies to investigate the role of compensation and career development on turnover intention while using the mediating role of satisfaction. Findings of the study based upon the systematic review of articles from nursing journals suggest that there is a significant relationship between compensation and career development on job satisfaction but have a statistically significant but negative impact on turnover intention amongst employees.
Based upon the above empirical evidence from (Al-sharafi et al., 2018; Nagarathanam, Venkitasamy & Attiah, 2018 and Rahman & Syahrizal, 2018) provides a rationale for the formulation of below hypothesis.
Hypothesis 2: There is a significant statistical relationship between career development and turnover rate.
2.6 Summary of Chapter
This research is based on the theories of the human motivations presented by Maslow and Herzberg in the last century. Through these two theories, we can place the application of nursing career advancement program in their correct theoretical framework, and we can understand why they positively influence the job satisfaction of nurses, and thus, how job satisfaction motivates nurses to remain in their jobs and institutions and induces them to develop their knowledge and competencies.