ABSTRACT
Objective@#To know about the current state of nurses' career satisfaction in the tertiary hospital, and explore the relationship between career calling and career satisfaction.@*Methods@#From September 2017 to December, using convenience sampling, 483 nurses distributed eight tertiary hospitals were selected to complete career satisfaction scale and career calling scale.@*Results@#The total score of nurses' career satisfaction was (2.81+0.65) , four factors were rowed from low to high in order: financial success, power and status, employability, knowledge and skill development (2.29±0.98, 2.64±0.87, 3.10±0.69, 3.20±0.71) . There were significant differences existed in different genders, marital status, educational backgrounds, working lives and positional titles (t=2.51, -1.96, -3.59; F=7.92, 8.83, P<0.05) . The score of nurses' career calling was (3.21±0.81) . There were significant differences existed in different genders, educational backgrounds, working lives and positional titles (t=5.87, -1.96; F=5.60, 11.13, P<0.05) . Career calling is positively related to career satisfaction (r=0.528, P<0.05) .@*Conclusion@#Overall, the level of career satisfaction of nurses is low, especially the financial success. Hospital human resource management should endow more values and meanings on nursing posts, in turn enhance nurses' career calling and career satisfaction.
ABSTRACT
Objective@#To investigate the effect of leader-member exchange on nurses’sense of calling in workplace based on self-determination theory.@*Methods@#A total of 381 nurses were randomly selected from five tertiary general hospitals in Zhejiang province, China from October to December, 2016. They were subjected to a survey using the Leader-Member Exchange Scale, Job Autonomy Scale, Core Self-Evaluation Scale, and Calling Scale. The mediating effect was used to test the procedures and the data were subjected to hierarchical regression analysis.@*Results@#The leader-member exchange was positively correlated with job autonomy, core self-evaluation, and sense of calling (r=0.471, P<0.001; r=0.373, P<0.001; r=0.475, P<0.001) ; the leader-member exchange had a positive predictive effect on job autonomy and sense of calling (β= 0.47, P<0.001; β=0.48, P<0.001) ; the job autonomy had a partial mediating effect on the relationship between leader-member exchange and sense of calling (F=66.50, P<0.001) ; the core self-evaluation negatively adjusted the positive relationship between leader-member exchange and job autonomy (F=27.81, P<0.001) .@*Conclusion@#High-quality leader-member exchange enhances the sense of calling by improving staffs’ job autonomy and the core self-evaluation reduces the positive relationship between leader-member exchange and job autonomy.