International Journal of
Strategic Innovative Marketing
Vol. (2016) DOI: 10.15556/IJSIM.03.03.001
Supervisors and subordinates relationship impact on job satisfaction and efficiency: The case of obstetric clinics in Greece Tsitmideli G.1, Skordoulis M.1, Chalikias M.1a, Sidiropoulos G.1, Papagrigoriou A.1 1Piraeus
University of Applied Sciences, School of Business and Economics, Business Administration Department, Egaleo, Greece a) Corresponding
author:
[email protected]
Abstract: The purpose of this research is to investigate supervisors and subordinates relationship factors and their impact on job satisfaction and employee performance. The research examines private and public obstetric clinics through a sample of 100 subordinates and 30 supervisors, using a structured questionnaire based on a five-point Likert scale. The research results show that the main factor that affects job satisfaction and employee performance is the relationship developed between supervisors and subordinates. Furthermore, the research results show that recognition of the work and open communication with the supervisor affect positively subordinates’ psychology. It is also proved that team spirit and equal treatment between the subordinates ultimately lead in the development of subordinates and the success of the supervisors. Finally, the importance of the factors of honesty and trust between supervisors and subordinates is confirmed Keywords: Subordinate, supervisor, job satisfaction, employee performance, obstetric clinic.
1. Introduction Contemporary business environment is becoming more and more competitive, which makes it difficult for any king of business to survive. Human resources are of great importance for the survival and the development of any modern business. Many business executives declare that the main factors connected to low employee efficiency deal with the reduction of their personal motivation and the decrease of their mood to work. Due to the fact that human capital is one of the most important resources for the success of a business (Chalikias et al., 2014; Skordoulis et al., 2015), employees’ satisfaction should be taken into account. According to Spector (1997), motivation concern “the total actions undertaken from both the administration and the supervisors to maintain high employees’
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SUPERVISORS AND SUBORDINATES RELATIONSHIP IMPACT ON JOB SATISFACTION AND EFFICIENCY: THE CASE OF OBSTETRIC CLINICS IN GREECE
satisfaction in order that they behave in a certain way”. As it is mentioned, employees with high levels of motivation may achieve higher levels of productivity and satisfaction from their job. Lots of researchers consider that job satisfaction is necessary for the prosperity of a business, while others believe that employee satisfaction is an unnecessary luxury (Valvi & et. al., 2009). According to Spector (2000), job satisfaction has a major influence on the prosperity of a businesses and is presented through the increase of the employee performance. A factor that determines the correlation between job satisfaction and employee performance is whether the first is examined as an independent variable or not. According to Vroom (1964), the effect of job satisfaction in person’s behavior is the job performance. According to Jewell & Siegall (1990), there is a positive correlation between job satisfaction and employee performance; more specifically, satisfied employees seem to be more productive. On the other hand, work displeasure means job stress and professional exhaustion (DeMato, 2004). Employee satisfaction is a multidimensional term which represents the overall attitude of a person and the feelings for specific aspects of his job (Kreither & Kinicki, 2010; Skordoulis et al., 2014). Herzberg et al. (1959), found that employee satisfaction is in high levels in the first years of an employee’s job, then declines with a culmination about 20 years of work, while is increased again when it is close to 30 years until the end of the employee’s service. In health care sector, cooperation and balanced relationship between employees imposes them to work together and provide high quality nursing services. One of the main health care sectors is this of obstetric which consists of clinics that provide obstetric and gynecological services. Nowadays, competition and economic crisis have a big impact on the survival of nursing and obstetric institutions. For this reason, staff must be satisfied from their job in order to be more efficient. The relationship between employees and supervisors is particularly important in this sector because high employee performance levels in an obstetric clinic is associated with the best of services. This high employee performance is of vital importance as the quality of offered services can turn into a competitive advantage for an organization (Drosos et al., 2015). Health care sector in Greece includes diagnostic centers and clinics which are divided into large multipurpose clinics or smaller one. There are both public and private clinics (Pothos et al., 2014). A special category includes obstetric and gynecological clinics operating in the private or public sector. According to ICAP GROUP (2010) 13.7% of private health services are private gynecological clinics; the market leader among obstetric clinics is IASO clinic holding a 37.7% of the market share. The purpose of this research is to examine the relationship between supervisors and subordinates of the obstetric clinics sector and its impact on job satisfaction and efficiency. 2. Research methodology Due to the nature of this research, two separate questionnaires were designed. On the one hand, 100 questionnaires were given to subordinates and 30 questionnaires were given their supervisors. The majority of the questions included in the questionnaires were closed questions and used five-point Likert Scale.
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The sampling method which was used to achieve the research objectives is the stratified sampling. Each strata was one of the five bigger obstetric clinics in Attica (MITERA clinic, LITO clinic, ELENA clinic, ALEXANDRA clinic and REA clinic). The sample percentage which was extracted was representative of the size of each clinic. 3. Research results 3.1. Demographics of the sample From the sample of 100 employees who are subordinates and took part in the survey, 22 were employed in MITERA clinic, the 17 employees in LITO clinic, the 19 employees in IASO clinic, 13 worked in ELENA clinic, 18 were employees in ALEXANDRA clinic and 11 were working for REA clinic. The above data are presented in Table 1. Table 1. Demographics of 100 the subordinates
Obstetric Clinic
Gender Age
Current department Years of working experience
Years of collaboration with current supervisor
Demographics
Percentage
REA clinic
11%
MITERA clinic
22%
LITO clinic
17%
IASO clinic
19%
ELENA clinic
13%
ALEXANDRA clinic
18%
Male
35%
Female
65%
26-30 years old
7%
31-45 years old
36%
46-60 years old
44%
>61 years old
13%
Nursing
52%
Administrative
48%
10 years
13%
10 years
7%
Based on the above table’s data, as far as the subordinates are concerned, we can concluded that: • Women responded with almost twice number compared to men. • Age has a range of 26 to 45 years old. • The period time of working in the clinic, for the majority of respondents ranges from 1 to 5 years. • The percentages of employees in the administrative and the nursing departments are almost the same). • The majority of the respondents collaborate with their supervisor from 1 to 5 years.
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SUPERVISORS AND SUBORDINATES RELATIONSHIP IMPACT ON JOB SATISFACTION AND EFFICIENCY: THE CASE OF OBSTETRIC CLINICS IN GREECE
For the present research, a sample of 30 managers who worked in public and private maternity hospitals in Attica was used. Specifically, 8 (26.7%) of them worked for MITERA clinic, 6 (20%) for LITO clinic, 6 for REA clinic, 4 (13.3%) for IASO clinic, 3 (10%) for ALEXANDRA clinic and finally 3 for ELENA clinic. Table 2. Demographics of the 30 supervisors Demographics Obstetric Clinic
Gender Age
Current department
Years of working experience
Years of working experience as a supervisor
Percentage
REA clinic
20%
MITERA clinic
26,7%
LITO clinic
20%
IASO clinic
13,3%
ELENA clinic
10%
ALEXANDRA clinic
10%
Male
47%
Female
53%
26-30 years old
10%
31-45 years old
66,7%
46-60 years old
20%
>61 years old
3,3%
Nursing
16,7%
Administrative
46,7%
Scientific
36,7%
10 years
13%
10 years
23,3%
3.2. Factors which influence job satisfaction and employee performance According to the responses on the question about the extent to which the relationship between supervisors and subordinates affects job satisfaction and performance, it was found that this effect is the highest among all the other factors. Business policies seem to have the least influence on job satisfaction and employee performance. These results are compatible with the factors that cause motivation for performance according to Herzberg’s motivation theory (1959). The factor concerning the relationship with the supervisor (i.e the interpersonal relationships that are developed between a supervisor and a subordinate) is a promoter factor. In contrast, the factor which describes enterprise policies, namely the way which a company is organized and managed, is a displeasure factor. On the one hand they create resentment and they reduce job satisfaction when there aren’t at work; on the other hand they don’t provide motivation for high performance. Job description factors concerns the content of a job and the duties of an employee; 32% of the respondents seem to be affected at a great extent while 6% of them, very little. The factors concerning job certainty and chances for development are the next factors affecting performance according to the respondents.
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Furthermore, factors such as the feeling of a fair reward and the stress level seem to be connected with employees’ motivation. As job satisfaction and employee performance at the clinic are concerned, it was revealed that the main factor affecting them is the relationship developed between senior managers and employees. The factor which affects less these constructs is this of business policies along with the culture of the clinic. The following table shows the factors affecting job satisfaction and employee performance the most. The results confirm Herzberg's motivation theory in the obstetric sector. Table 3. Job satisfaction and performance Mean
Std. Deviation
Business Policies
3,52
1,01
Stress Level and Daily Pressure
3,67
1,01
The feeling that you rewarded fairly
3,7
1,11
Chances for development
3,8
0,92
Job Certainty
3,83
1,02
Job Description
3,98
0,89
Relationship with the supervisor
4,04
0,98
3.3. he impact of subordinates and supervisors relationship elements on job satisfaction and performance In this section we will try to find the elements’ of the relationship between subordinates and their supervisors impact on job satisfaction and performance. According to the research results, the factors that affect the most job satisfaction and performance concern the recognition of employees by their supervisors, the open communication with them as well as the collaboration with them. The following table shows the impact of subordinates and supervisors relationship elements on job satisfaction and performance. Table 4. Elements of the relationship between supervisor-subordinate Mean
Std. Deviation
Encouragement to materialize innovative programs
3,36
1,07
The possibility for developing skills through the
3,56
1,02
3,59
0,95
3,6
0,88
Opportunities for continuing vocational education
3,65
1,03
The ability of supervisor to motivate
3,68
0,99
Detailed description of tasks and obligations
3,75
0,86
Encouragement to undertake initiatives
3,76
0,79
Achieving goals with teamwork and common effort
3,83
0,95
Support in difficult issues
3,85
0,94
Employees flexibility in the department
3,87
0,76
Collaboration with supervisor
4,01
0,75
Open communication with supervisor
4,08
0,87
The recognition of work by the supervisor
4,19
0,77
participation to educational programs The possibility for undertaking more activities Sharing responsibilities
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SUPERVISORS AND SUBORDINATES RELATIONSHIP IMPACT ON JOB SATISFACTION AND EFFICIENCY: THE CASE OF OBSTETRIC CLINICS IN GREECE
3.4. Supervisors’ “socialized power” motives impact on job performance The respondents seem to be affected by specific factors of their supervisors’ behavior that are originated from the so-called motives of “socialized power”. Specifically, the highest percentage of the employees answered that equal treatment and team spirit are the factors that influence them the most to improve their work performance. On the contrary, factors such as the possibility of taking initiatives and the assignment of more responsibilities seem to have a low influence in the development of subordinates. Table 5. The extent to which job performance is affected by “socialized power” motives Mean
Std. Deviation
Equal treatment
4,32
0,82
Team spirit
4,31
0,84
Reward by supervisors
4,28
0,81
The possibility for development
4,12
0,84
3,8
1,21
Possibility of undertaking initiatives
3,61
1,03
Assigning more activities
3,53
1,08
The supervisor must understand employees’ personal peculiarities
3.5. The relationship between subordinates and their supervisors The questionnaire responded by the supervisors, was designed to collect data concerning their opinions regarding subordinates’ job satisfaction and department’s increasing efficiency. The departments’ supervisors were asked if they believe that there is a correlation between job satisfaction and employee efficiency. According to Jewell & Siegall (1990), there is correlation between job satisfaction and employee performance and especially, the most productive employees are more satisfied with their work. 18 supervisors strongly agreed with the fact that there is a correlation between job satisfaction and employee efficiency. Furthermore, a 50% of supervisors strongly agreed with the fact that job satisfaction is necessary for welfare in a clinic. According to Spector (2000), job satisfaction significantly affects businesses prosperity and is presented through the increased employee performance. It makes sense that a satisfied employee is a productive employee. Supervisors, who motivate subordinates are aimed to take responsibility, to make efforts for achieving goals. From the responses of subordinates it was confirmed that 67% of them strongly agree with the fact that a supervisors’ role leads in job satisfaction and subordinate's increasing performance. Also, 29 out of 30 departments’ supervisors agreed with the fact that subordinates’ activation is a concern for senior management and goals achievement depends on the cooperation with human resources. 3.6. Elements contributing to a balanced relationship between subordinates and their supervisors At this point supervisors were asked to express their opinions on the factors contributing to a balanced relationship with their subordinates.
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To begin with, a supervisor is necessary to be informed about the successes and the failures of his department. With the above statement, a 73% of the respondents strongly agreed while a 3% of them strongly disagreed. In this way a leader can organize and utilize the knowledge and information that accrues to achieve his goal. An important factor is trust. A 70% of supervisors strongly agreed with the need for trust and honesty between both the subordinates and the supervisors. The importance of trust between the members can give to employees’ greater job satisfaction. If every employee knows what he is capable to do, then all the work will have successfully ended. A 33% of the supervisors strongly agreed with the fact that that each subordinate should know his own needs and abilities. The following table depicts the supervisors’ views on the elements contributing to a balanced relationship between them and their subordinates. Table 6. The extent to which job performance is affected by “socialized power” motives Mean
Std. Deviation
3,13
1,50
3,5
1,04
A subordinate depends on his supervisor
3,63
0,76
A subordinate must know the external pressures on
3,66
1,15
3,76
0,97
4,1
0,76
Each subordinate must know his own needs and abilities
4,1
0,88
There should be trust and honesty between both members
4,53
0,90
A supervisor is necessary to be informed for the successes
4,63
0,81
The number of things a supervisor be should informed about, depends on his mood and trust to his subordinates A supervisor must externalize his desires and peculiarities
supervisor’s goals A subordinate must see the positive side of work even he accepts critical comments by his supervisor A subordinate must control his reactions towards the supervisor
and failures of his department
3.7. Factors of a balanced relationship between supervisors and subordinates There is a number of constructs associated with the balanced relationship between supervisors and their subordinates. Due to the large number of these constructs, a factor analysis will be carried out, in order to categorize them. According to Table 7 data, the examined variables were categorized into four dimensions which represent mutual recognition of needs and pressures (F1), the development of a climate of confidence (F2), conflict situations (F3) and, distinct rights and obligations of subordinates and supervisors (F5) respectively. Kaiser Meyer Olkin measure of sampling adequacy value equals to 0.722, and Bartlett’s Test of Sphericity p-value equals to 0; the aforementioned values indicate that the performed factor analysis is valid and reliable.
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Table 7. Components matrix for the factors of a balanced relationship between supervisors and subordinates F1 A supervisor must externalize his desires and peculiarities
0.760
A subordinate must know the external pressures on
0.730
F2
F3
F4
supervisor’s goals Each subordinate must know his own needs and abilities
0.689
There should be trust and honesty between both members
0.817
A supervisor is necessary to be informed for the successes
0.813
and failures of his department A subordinate must control his reactions towards the
0.776
supervisor A subordinate must see the positive side of work even he
0.692
accepts critical comments by his supervisor A subordinate depends on his supervisor
0.847
The number of things a supervisor be should informed
0.664
about, depends on his mood and trust to his subordinates
3.8. Factors affecting job satisfaction and employee performance As already mentioned, the subordinates took part in the research were asked to express their views on the extent to which their job satisfaction and performance is affected by various constructs. A factor analysis will be used in order to categorize these constructs. Table 8. Components matrix for the factors affecting job satisfaction and employee performance F1 Business policies
0.788
Chances for development
0.770
Job certainty
0.692
The feeling of being rewarded fairly
0.676
Job description
0.668
F2
Stress level and daily pressure
0.833
Relationship with the supervisor
0.679
According to Table 8 data, the examined variables were categorized into two dimensions which represent workplace characteristics (F1) and, emotional factors developed in the workplace (F2) respectively. Kaiser Meyer Olkin measure of sampling adequacy value equals to 0.764, and Bartlett’s Test of Sphericity p-value equals to 0; the aforementioned values indicate that the performed factor analysis is valid and reliable. 3.9. The impact of working department on the relationship between supervisors and subordinates In this section we will compare how the basic guidance principles for a balanced relationship between supervisors and subordinates are affected by the working department on the clinic.
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Using factor analysis results, we will compare the factors using an analysis of variance (ANOVA) test. In order to run the ANOVA test we first have to confirm the normality and the homogeneity of the data. Data normality is confirmed by the Kolmogorov-Smirnov test as the p-value is equal to 0.410; likewise, data homogeneity is confirmed by Levene’s test as the p-value is equal to 0.390 which means that equal variances are assumed. These results confirm that an ANOVA test can be carried out. According to Table 9 data no differences between employees in nursing and administrative departments on the relationship factors with their supervisors are recorded (p-values > 0.05). Table 9. ANOVA table for balanced relationship factors
Mutual recognition of roles and
Between
perspectives
Groups Within
Sum of Squares
df
Mean Square
F
Sig.
1.753
1
1.753
1.766
0.187
97.247
98
.992
99.000
99
0.006
1
.006
0.006
0.938
98.994
98
1.010
99.000
99
0.619
1
.619
0.617
0.434
98.381
98
1.004
99.000
99
0.895
1
.895
0.894
0.347
98.105
98
1.001
99.000
99
Groups Total Development of a climate
Between
confidence in the range of a
Groups
labor equity
Within Groups Total
Facing conflict situations by
Between
establishing of a framework
Groups Within Groups Total
Institutional framework with
Between
distinct rights and obligations of
Groups
subordinates and supervisors
Within Groups Total
3.10. The impact of gender on the factors affecting job satisfaction and employee performance Gender is one of the most important variables associated with job satisfaction. Certainly, there are different sources of satisfaction for both genders. For women, these factors can be interpersonal relationships, fair supervisor or the interest for their work. On the other hand, factors affecting job satisfaction and employee performance of men can be the climate of confidence and self-recognition (Schultz & Schultz, 1994; Spector, 2000). Al Zuhani & Kishk (2006) found that women appear to be more dissatisfied with their jobs because they are experiencing intense conflict between their personal and professional lives. According to Vaskova (2006), women seem to be affected from emotional factors of the working environment such as fairness, interpersonal relationships and relationships with their supervisor, unlike men, who are more affected by job characteristics such as fair payments and advancement opportunities.
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SUPERVISORS AND SUBORDINATES RELATIONSHIP IMPACT ON JOB SATISFACTION AND EFFICIENCY: THE CASE OF OBSTETRIC CLINICS IN GREECE
Using an ANOVA we will examine if there is a difference on how the factors affecting job satisfaction and employee performance between men and women. The statistical tests carried out show that the data are normally distributed and homogeneous; thus an ANOVA test can be performed. Data in Table 10 show that, compatibly with the aforementioned researchers’ results, there are statistically significant differences between men and women. However, these differences concern only the factor of workplace characteristics (pvalue = 0.037). Figure 1 shows that men are more positive than women which means that women’s job satisfaction and performance are affected more than these of men by the workplace characteristics. Table 10. ANOVA table for the factors affecting job satisfaction and employee performance
Workplace characteristics
Between
Sum of Squares
df
Mean Square
F
Sig.
4.329
1
4.329
4.481
0.037
94.671
98
.996
99.000
99
0.692
1
0.692
0.690
0.408
98.308
98
1.003
99.000
99
Groups Within Groups Total Emotional factors developed in
Between
the workplace
Groups Within Groups Total
Figure 1. Means plot for the differences on workplace characteristics factor by gender.
4. Conclusions and agenda for future research The research results show that in modern obstetric clinics a balanced relationship between supervisors and subordinates is ascertained despite the working department. Trust and honesty should prevail between them. According to the statistical analysis carried out, the subordinates’ responses show that their job satisfaction and performance are eventually affected by the relationship that is developed between them and their supervisors. Furthermore, the
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supervisors’ responses showed that the achievement of corporate goals and the welfare of the clinic are influenced by the relationship between them and their subordinates as well. The second conclusion can be drawn is that the about the behavioral features of a supervisor may influence the effectiveness of a department. Three are the most important behavioral features with the highest effect namely, the rewards for a great performance, the recognition of an excellent service and the use of development inspection method by monitoring the work of each employee. Moreover, employees seem to be efficient when they enjoy the favors of their supervisors. Concerning the examination of the extent to which the motivation of socialized power leads in subordinates’ development, it was revealed that equal treatment and team spirit affect employees in obstetric clinics the most. Thus, supervisors should take seriously into account this finding as it is important for the success of their departments. Furthermore, the research results show that the existence of honesty and trust contribute to a balanced relationship between a subordinate and a supervisor. This was confirmed by both the subordinates and the supervisors. Moreover, it should be noted that the assignment of activities is particularly a negative factor that constricts the increase of employee performance. The most likely reason is the pressure and anxiety that exists in health sector which makes employees negative in undertaking more duties. Based on the research results there are several avenues for further research. The investigation of the relationship between supervisors and subordinates should be carried out not only in health care industry but also in others. A comparison between obstetric clinics sector and other sectors of health care industry would to useful results which could be used for example in the administration of general clinics operating various departments. Last but not least, a comparison between public and private clinic would be useful as well. References [1] Chalikias, M., Kyriakopoulos, G., Skordoulis, M. & Koniordos, M. (2014). Knowledge management for business processes: employees’ recruitment and human resources’ selection: a combined literature review and a case study. In: Communications in Computer and Information Science. 466: Knowledge-Based Software Engineering: Proceedings of 11th Joint Conference on Knowledge-Based software Engineering - JCKBSE, Eds., Kravets et al. Volgograd, September 2014. Switzerland: Springer International Publishing, pp. 505-520. [2] DeMato D.S. (2004). Job satisfaction of elementary school counselors: A new look, Professional School Counseling, 7, 236-245. [3] Drosos, D., Tsotsolas, N., Zagga, A., Chalikias, M. & Skordoulis, M. (2015). Multicriteria satisfaction analysis application in the health care sector. In: Proceedings of the 7th International Conference on ICT in Agriculture, Food and Environment (HAICTA 2015). Kavala, September 2015. Athens: HAICTA, pp. 737754. [4] Herzberg, F., Mausner, B. & Snyderman, B.B. (1959). The motivation to work. NY: John Wileyand Sons Inc. [5] Jewell, L.N. & Siegall, M (1990). Contemporary industrial and organizational psychology. 2nd edition. MI: West Publishing Company. [6] Kreither R. & Kinicki A. (2010). Organizational Behavior. 9th edition. NY: McGraw Hill. [7] Pothos, N., Skordoulis, M. & Chalikias, M. (2014). Study of the Greek public servants’ healthcare and insurance organisation financial resources evolution. Management in Health. 18, 1 33-37.
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