Today’s competitive challenging and changing the work environment replete with job uncertainty

Today’s competitive, challenging, and changing the work environment, replete with job uncertainty and contribute to the lake of trust and concern for the mutual welfare between employees and employers. Many employers should understand the central importance of favorable relationships with staff in enhancing dedication to organizational goals and growing efficiency (Eisenberger et al. 2016). One of the most important organizational concepts that keep and enhance the relationship with employees in the organization is organizational support (Colakoglu, et al. 2010). Organizational Support is defined as overall perception and belief of employees about how an organization views their contributions and cares about their well-being, interests, and values (Eisenberger et al. 1986; Guangdong et al. 2018), has different characteristics through employees appreciation, supporting and promoting the creativity of staff, giving rewards to employees, being fair, doing organizational work and activities willingly, trying to have good communication within the organization, building trust in the organization’s environment, and being consistent with organizational policies and activities (Nayir,F.2012). Organizational Support is directly linked with three dimensions (fairness, supervisor support, and organizational rewards and job conditions) (Beheshtifar et al. 2012). Fairness is the first dimension of organization support, it can be related to procedural justice and referring to the extent to which organizational policies and processes are reasonable to all staff (Khurshid &Anjum 2012). Supervisor Support is a second dimension, refers to employees’ view that their supervisor values their contributions and cares about their well-being (Kurtessis et al. 2017). Organizational Reward and Job Conditions is the third dimension, the term ‘reward’ is something which the organization gives to the staff in response to the action of the employees, and which is desirable for the employee (Mohamed & Ali 2016), rewards may be categorized as tangible as a bonus or intangible as praises or public recognition (Owusu Mensah, 2014), While, job conditions are related to job security, role stressors, autonomy, and training (Mohamed & Ali 2016). These dimensions may affect the quality of employees’ work life (Mesimo-Ogunsanya, 2017). Quality of Nurses’ Work Life defined by Brooks as “the degree to which registered nurses are able to satisfy important personal needs through their experiences in their work organization while achieving the organization’s goals” It has four dimensions: work life/home life, work design, work context, and work world (Brooks & Anderson, 2005; Alsadah, 2017). The first dimension is the work life-home life is described as the interface between nurses ‘ life experiences in their workplace and at home. Since most nurses are female, this dimension reflects the role of mother and family

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