Abstract

The effectiveness of job performance depends on most of all on the staff engagement with the working process. To have a high motivation at work and better living standards, work-life balance is an important determinate. It is expected that not just monetary benefits increase the motivation but also psychological factor like approval and feeling of helping others. Bingol city is located in East of Turkey and has just one main government hospital providing main healthcare services to 106 thousand people in the city centre and surrounding districts. The purpose of this study is to determine preferences of job life quality and motivation of workers in healthcare. To determine the Job Quality of Life (JQL) and motivating factor affecting satisfaction, 109 surveys about 10% of staffs (900 staffs) were applied to the hospital during the third quarter of 2016. Descriptive statistics, One-Way ANOVA test, Kruskal Wallis Test, Pearson correlation and regression models are used to analyze questionnaires and check the hypotheses. The research conclusions include some thesis. Materialistic prizes such as permission and wage increases are seen as the most effective rewarding methods with high 3.93 mean. But the older staffs prefer first of all to have more cooperation and communication with colleagues and management. Furthermore, they care more about approval and psychological needs. Female staffs prefer to have training and promotion for awarding of successes than monetary benefits and also do not want to have closer relationships with management. The important fact that the work satisfaction has the strongest correlation with the preference for motivation and a moral main group among six sub-groups. The most effective factor to improve JQL is people’s needs group with 0.353 coefficients from the regression model.  

Keywords: effectiveness, staff, motivation, benefit, healthcare.

JEL Classification: J01.

Cite as: Aslan, I., & Morsunbul, D. (2018). Preferences for job lıfe qualıty and motıvatıon ın healthcare. Marketing and Management of Innovations, 2, 79-93. https://doi.org/10.21272/mmi.2018.2-07

This work is licensed under a Creative Commons Attribution 4.0 International License

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