Job dissatisfaction of NLRNs is a concern because RN job satisfaction is related to retention (Brewer et al.
It is therefore important to provide a positive working environment for NLRNs so they are satisfied in their jobs.
Managerial implications of the results are that the job satisfaction of NLRNs can be improved through changes in the work environment that reduce job difficulties and demands and increase job control.
Organizational characteristics of the hospitals the NLRNs worked at were not predictors of job satisfaction.
The managerial implication from the first finding is that hospitals need to assess and reduce the ways in which the work environment is more negatively experienced by non-White NLRNs.
In conclusion, several key work environment factors strongly predict how satisfied NLRNs are with their jobs.
The NCSBN sample included NLRNs who worked in any setting.
In terms of their work life, the NLRNs in our sample had a mean wage of $21.
In the workplace, those NLRNs working on general medical-surgical units and those working 8-hour shifts on any unit were more likely to be committed to the organization, as were those who worked full-time and those who rated the importance of benefits higher.
NLRNs with higher satisfaction and organizational commitment were more likely to intend to stay, while those who had searched for another job were less likely to intend to stay.
In addition, those NLRNs reporting more autonomy, promotional opportunities, and fewer local and non-local job opportunities were more likely to intend to stay, while those who perceived less supervisory support were more likely to intend to stay.
NLRNs work behavior is a complex process, influenced by their attitudes toward their work, personal characteristics, job opportunities, and workplace attributes.