How a manager’s behavior affects job satisfaction among clinical laboratory technologists in a team

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  • NAKAMURA Maki
    Clinical Laboratory, Chunichi Hospital
  • SAKATA Yusuke
    Faculty of Medical Management and Information Science, Fujita Health University
  • KOBAYASHI Hideyuki
    Social Welfare Community Seirei Fukushi Jigyodan Seirei Yobou-Kenshin Center
  • KATO Ken
    Faculty of Health and Medical Science, Aichi Shukutoku University
  • YAMAGAMI Junichi
    Department of Quality and Safety in Healthcare, Fujita Health Hospital
  • YONEMOTO Kuramoto
    Department of Medical Management and Information Science, Fujita Health University Graduate School

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Other Title
  • トップマネージャーの管理職行動と部下の職務満足度に関する一考察
  • トップマネージャー ノ カンリショク コウドウ ト ブカ ノ ショクム マンゾクド ニ カンスル イチ コウサツ

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Abstract

<p>Clinical laboratory technologists are required to demonstrate management skills. However, there has been no scientific research about the management practices a clinical laboratory division’s top managers can use to improve work satisfaction among subordinates. Educational methods still rely on programs designed for other occupations. In this study, we thus aimed to determine the basic behavior for future management education by identifying excellent management practices that subordinates expect based on the relationship between the actions of a division’s top managers, such as on-site clinical laboratory directors, and their subordinates’ work satisfaction. In accordance with the methodology used in previous studies, a web survey targeting 150 clinical laboratory technicians was conducted. The questionnaire consisted of 69 items. The answers were scored according to the managers’ behavior and the subordinates’ work satisfaction level, and the data was then analyzed. The results showed that the behavior of top managers significantly affects the work satisfaction of their subordinates. This confirms the importance of management education for top managers in the clinical laboratory settings. Moreover, the results suggest two important management role behaviors. One is valuing career and the other is valuing ease of work. According to the responses, work satisfaction among subordinates can be improved when both the aforementioned behaviors are present. Above all, the younger generation demands a more fulfilling work environment regardless of gender from the top managers, and executives should have improved management ability by education to maintain favorable human relations in the workplace.</p>

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