Human resource management practices and their impact on healthcare workers’ job satisfaction and burnout in the Jordanian public sector

Abstract

This study aims to examine the link between human resource management practices and employee outcomes (job satisfaction and burnout) in Jordan’s healthcare public sector, including recruitment and selection, training and development, compensation and benefits, performance management, employee relations, and health and safety. The study utilized a stratified random sample of 600 healthcare professionals. The sample included doctors, nurses, administrative staff, and support staff from various public sector healthcare facilities across Jordan. The use of the Maslach Burnout Inventory and the Minnesota Satisfaction Questionnaire allowed for a detailed assessment of burnout prevalence and levels of job satisfaction among these professionals. The results revealed a high burnout prevalence of over 98%, particularly in emotional exhaustion, depersonalization, and reduced personal achievement. Variances in burnout levels were observed across professional roles, with doctors experiencing high burnout. Job satisfaction was moderately reported, negatively correlating with age and experience. Increased emotional exhaustion and depersonalization were linked to reduced satisfaction. Noteworthy HRM practices contributing to increased job satisfaction included employee relations and health and safety. Conversely, compensation and benefits and employee relations contributed to reduced burnout.

Keywords

• human resource management practices
• job burnout
• job satisfaction
• Jordanian public sector