Allensworth-Davies Donald, Leigh Jennifer, Pukstas Kim, Geron Scott Miyake, Hardt Eric, Brandeis Gary, Engle Ryann L, Parker Victoria A
Data Coordinating Center, Boston University School of Public Health, Boston, MA, USA.
Health Care Manage Rev. 2007 Oct-Dec;32(4):321-9. doi: 10.1097/01.HMR.0000296788.31504.b7.
Long-term care facilities nationwide are finding it difficult to train and retain sufficient numbers of nursing assistants, resulting in a dire staffing situation. Researchers, managers, and practitioners alike have been trying to determine the correlates of job satisfaction to address this increasingly untenable situation. One factor that has received little empirical attention in the long-term care literature is cultural competence. Cultural competence is defined as a set of skills, attitudes, behaviors, and policies that enable organizations and staff to work effectively in cross-cultural situations.
To examine organizational cultural competence as perceived by nursing assistants and determine if this was related to differences in job satisfaction across countries of origin and racio-ethnic groups.
Primary data collected from a cross-section of 135 nursing assistants at four New England nursing homes. Demographics, perceptions of organizational cultural competence, and ratings of job satisfaction were collected. A multivariate, generalized linear model was used to assess predictors of job satisfaction. A secondary analysis was then conducted to identify the most important components of organizational cultural competency.
Perception of organizational cultural competence (p = .0005) and autonomy (p = .001) were the strongest predictors of job satisfaction among nursing assistants; as these increase, job satisfaction also increases. Neither country of origin nor racio-ethnicity was associated with job satisfaction, but racio-ethnicity was associated with perceived organizational cultural competence (p = .05). A comfortable work environment for employees of different races/cultures emerged as the strongest organizational cultural competency factor (p = .04).
Developing and maintaining organizational cultural competency and employee autonomy are important managerial strategies for increasing job satisfaction and improving staff retention. Toward this end, creating a comfortable work environment for employees of different races/cultures is an integral part of the process. Managerial recommendations are discussed.
全国范围内的长期护理机构发现难以培训和留住足够数量的护理助理，导致人员配备情况极为严峻。研究人员、管理人员和从业者都在试图确定工作满意度的相关因素，以应对这种日益难以维持的局面。在长期护理文献中很少受到实证关注的一个因素是文化能力。文化能力被定义为一组技能、态度、行为和政策，使组织和员工能够在跨文化环境中有效工作。
考察护理助理所感知的组织文化能力，并确定这是否与不同原籍国和种族/族裔群体的工作满意度差异有关。
从新英格兰地区四家疗养院的135名护理助理中收集的横断面原始数据。收集了人口统计学信息、对组织文化能力的看法以及工作满意度评分。使用多元广义线性模型评估工作满意度的预测因素。然后进行二次分析，以确定组织文化能力的最重要组成部分。
对组织文化能力的感知（p = .0005）和自主性（p = .001）是护理助理工作满意度的最强预测因素；随着这些因素的增加，工作满意度也会提高。原籍国和种族/族裔均与工作满意度无关，但种族/族裔与感知的组织文化能力有关（p = .05）。为不同种族/文化的员工营造一个舒适的工作环境是最强的组织文化能力因素（p = .04）。
发展和维持组织文化能力以及员工自主性是提高工作满意度和改善员工留用率的重要管理策略。为此，为不同种族/文化的员工创造一个舒适的工作环境是这一过程不可或缺的一部分。讨论了管理建议。
