Exact(2)
However job satisfaction and motivation work together to increase job performance and healthcare organizations can do many things to increase job satisfaction, primarily by focusing on the motivating interests of existing and future staff [ 11].
However, job satisfaction and motivation work together to increase job performance and health-care organizations can do many things to increase job satisfaction, primarily by focusing on the motivating interests of the present and future [ 8].
Similar(58)
For example, research on managers classified as being transformational leaders has demonstrated positive employee outcomes such as increased job performance, job satisfaction, self-efficacy, and motivation (Jex & Britt, 2008).
Similarly, higher perceived psychological empowerment is associated with employee's increased job performance and job satisfaction [ 36, 63, 64], lower job strain [ 65], and lower job insecurity [ 66].
As other studies have shown [ 36, 38] healthcare organizations exhibiting a strong culture achieve desired outcomes such as commitment and satisfaction which in turn often lead to reduced employee turnover and increased job performance.
Following DISC theory, it is expected that a well-balanced match of job demands, job resources, and recovery will lead to fewer treatment errors and better patient safety, due to increased job performance and reduced stress reactions (e.g., less concentration problems).
Therefore, for ICT tools to be accepted by the students, it is critical for lecturers to demonstrate that these tools would help students to increase their job performance.
Hypothesis 1 is not supported since performance expectancy or the degree to which an individual believes that using the system will help him or her to achieve increases in job performance has no significant influence on behavioural intention (t-value = 0.3947, p-value = 0.69).
According to Venkatesh et al. [ 46], UTAUT includes three direct determinants of behavioural intention to use a system: performance expectancy (PE) defined as the degree to which an individual believes that using the system will help him or her to achieve increases in job performance.
To help alleviate the considerable MSD burden, there should be greater advocacy, increased recruitment of more human resources, better working conditions, reduction of the work overload and increase job satisfaction and job performance, and adoption of strategies to reduce manual patient handling activities.
Such training should emphasize the development of personal attributes that facilitate this role and may increase job satisfaction and performance [ 21, 28, 42].
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