The purposes of this study were to examine the job performance of nutritionists in public health centers and to identify the factors influencing their job satisfaction, organizational commitment, and turnover intention. A survay data from 174 nutritionists were used for the statistical analysis. ...
The purposes of this study were to examine the job performance of nutritionists in public health centers and to identify the factors influencing their job satisfaction, organizational commitment, and turnover intention. A survay data from 174 nutritionists were used for the statistical analysis. The job performance analysis showed that among the five duty areas 'development of nutrition education materials' scored the highest points on average, scoring 3.38 out of 5 points in perceived performance, 4.11 in importance, and 3.64 in difficulty, respectively ‘Budgeting’ and ‘business planning’ tasks fell under ‘focus here’ grid. Nine out of 67 task elements were identified as daily work. The average scores for the job satisfaction and the turnover intention were 3.94 and 3.88 out of 7 points, respectively, which were ‘less than average’. The median score for the organizational commitment was 4.35. The job satisfaction had an effect on the organizational commitment (p<0.001) and the turnover intention (p<0.001), respectively, and the organizational commitment had a mediating effect (p<0.001) between the job satisfaction and the turnover intention. Characteristics of the respondents affecting job satisfaction were the number of job related licenses (p<0.01) and the number of peer nutritionists (p<0.01). The organizational commitment varied significantly depending on age (p<0.01), employment type (p<0.01), annual salary (p<0.05), working area (p<0.05), and whether the respondent had the clinical nutritionist license (p<0.01). The turnover intent varied depending on age (p<0.01), the number of job related licenses (p<0.05), the number of peer nutritionists (p<0.01), and whether the respondent had the clinical nutritionist license (p<0.05). In conclusion, public health centers need to improve their inadequate reward and promotion systems such as rigid one-sided decision-making process and salary, to effectively achieve the goals of the organization. These changes will improve the job experience of nutritionists and allow them to be more self-directed at work.
The purposes of this study were to examine the job performance of nutritionists in public health centers and to identify the factors influencing their job satisfaction, organizational commitment, and turnover intention. A survay data from 174 nutritionists were used for the statistical analysis. The job performance analysis showed that among the five duty areas 'development of nutrition education materials' scored the highest points on average, scoring 3.38 out of 5 points in perceived performance, 4.11 in importance, and 3.64 in difficulty, respectively ‘Budgeting’ and ‘business planning’ tasks fell under ‘focus here’ grid. Nine out of 67 task elements were identified as daily work. The average scores for the job satisfaction and the turnover intention were 3.94 and 3.88 out of 7 points, respectively, which were ‘less than average’. The median score for the organizational commitment was 4.35. The job satisfaction had an effect on the organizational commitment (p<0.001) and the turnover intention (p<0.001), respectively, and the organizational commitment had a mediating effect (p<0.001) between the job satisfaction and the turnover intention. Characteristics of the respondents affecting job satisfaction were the number of job related licenses (p<0.01) and the number of peer nutritionists (p<0.01). The organizational commitment varied significantly depending on age (p<0.01), employment type (p<0.01), annual salary (p<0.05), working area (p<0.05), and whether the respondent had the clinical nutritionist license (p<0.01). The turnover intent varied depending on age (p<0.01), the number of job related licenses (p<0.05), the number of peer nutritionists (p<0.01), and whether the respondent had the clinical nutritionist license (p<0.05). In conclusion, public health centers need to improve their inadequate reward and promotion systems such as rigid one-sided decision-making process and salary, to effectively achieve the goals of the organization. These changes will improve the job experience of nutritionists and allow them to be more self-directed at work.
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