Factors affecting job satisfaction in long‐term care unit managers, directors of care and facility administrators: A secondary analysis

Aim To identify demographic‐, individual‐ and organisational‐level predictors of job satisfaction among managers in residential long‐term care (LTC) facilities. Background Job satisfaction predicts turnover among managers in LTC settings. However, factors affecting job satisfaction among LTC facility managers remain poorly understood. Methods A secondary analysis of data from Phase 2 of the Translating Research in Elder Care programme including 168 managers (unit managers, directors of care and facility administrators) from 76 residential LTC homes in three Canadian provinces. Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale was used to measure job satisfaction. Predictors of job satisfaction determined using general estimating equations. Results The efficacy subscale of burnout was positively predicted job satisfaction at the individual level (B = .104, p = .046). At the organisational level, social capital (B = .224, p = .018), adequate orientation (B = .166, p = .015) and leadership (B = .155, p = .018) were associated with higher job satisfaction. Conclusions These data suggest that improving LTC managers’ self‐perceived efficacy, leadership, social capital and adequate orientation may enhance their job satisfaction. Implications for Nursing Management Predictors of managers’ job satisfaction are modifiable and therefore may be amenable to intervention.