Elderly care staff’s experiences of job satisfaction and working environment during the implementation of kinaesthetics
Thesis event information
Date and time of the thesis defence
Place of the thesis defence
https://oulu.zoom.us/j/62487642295?pwd=cEEzc1M4TkhQZlhXZzRBeGlpZUIwZz09
Topic of the dissertation
Elderly care staff’s experiences of job satisfaction and working environment during the implementation of kinaesthetics
Doctoral candidate
MHSc Päivi Stenman
Faculty and unit
University of Oulu Graduate School, Faculty of Medicine, Research Unit of Nursing Science and Health Management
Subject of study
Health Management
Opponent
Professor Clas-Håkan Nygård, University of Tampere
Custos
Professor Marjo Suhonen, University of Lapland
Elderly care staff’s experiences of job satisfaction and working environment during the implementation of kinaesthetics
The purpose of the study was to describe elderly care staff's experiences of job satisfaction and working environment during the implementation of kinaesthetics. Job satisfaction refers to employees’ experiences of the characteristics of the work, the functioning of the work community, and organizational justice. The working environment is defined through its physical, social and symbolic characteristics.
Kinaesthetic was implemented in three geriatric wards. The first sub study (I) described the baseline job satisfaction of elderly care staff (N = 364) in a joint social and health care collaboration area comprising four municipalities prior to the implementation of kinaesthetics. The second sub study (II) described the changes that took place during the implementation of kinaesthetics in the working environment of nursing care as perceived by nurses (N = 15). The third sub study (III) described the changes in staff job satisfaction during the implementation of kinaesthetics. The material used to compare the different time points was collected in 2012 ((N = 336), 2014 (N = 326) and 2017 (N = 370).
The data in the sub studies were analysed using statistical methods and qualitative content analysis. During the implementation of kinaesthetics the changes were manifested in the nurse’s role, nursing mission and as increased meaningfulness of nursing. Job satisfaction was at a rather good level throughout the follow-up period. The line manager was present in everyday work and their actions were perceived as fair and just. The new operational model promoted a sense of community and setting goals. A common operational model and the support received from the line manager, colleagues and the person responsible for kinaesthetics promoted staff’s commitment to the new care practice model and work in elderly care.
In change management, it is important to recognise the prevalent culture in the workplace and the changing operational environment. The new care practice model must be given sufficient time to take root, and necessary resources must be allocated so that the process of change can be taken forward.
Kinaesthetic was implemented in three geriatric wards. The first sub study (I) described the baseline job satisfaction of elderly care staff (N = 364) in a joint social and health care collaboration area comprising four municipalities prior to the implementation of kinaesthetics. The second sub study (II) described the changes that took place during the implementation of kinaesthetics in the working environment of nursing care as perceived by nurses (N = 15). The third sub study (III) described the changes in staff job satisfaction during the implementation of kinaesthetics. The material used to compare the different time points was collected in 2012 ((N = 336), 2014 (N = 326) and 2017 (N = 370).
The data in the sub studies were analysed using statistical methods and qualitative content analysis. During the implementation of kinaesthetics the changes were manifested in the nurse’s role, nursing mission and as increased meaningfulness of nursing. Job satisfaction was at a rather good level throughout the follow-up period. The line manager was present in everyday work and their actions were perceived as fair and just. The new operational model promoted a sense of community and setting goals. A common operational model and the support received from the line manager, colleagues and the person responsible for kinaesthetics promoted staff’s commitment to the new care practice model and work in elderly care.
In change management, it is important to recognise the prevalent culture in the workplace and the changing operational environment. The new care practice model must be given sufficient time to take root, and necessary resources must be allocated so that the process of change can be taken forward.
Last updated: 1.3.2023