Frontline health care workers—a category that includes nursing assistants and several types of technicians—are more satisfied at work when they receive supervisor support and participate in team-based work practices.
Health care organizations traditionally see their frontline workers (FLWs) as expendable. However, as the U.S. population ages and demand for health services climbs, FLWs’ cost-effectiveness makes them increasingly valuable.
High-performance work practices (HPWP) are bundles of mutually reinforcing work policies that promote worker satisfaction and increase organizational performance. The study presented here examined two “subsystems” of HPWP: staff motivation and frontline empowerment. Specifically, the authors hypothesized that when health care organizations instituted the two subsystems, there would be higher job satisfaction among FLWs and perceived quality of care among patients.
A limitation of this study was its use of perceived, rather than clinically measured, quality of care. The authors gathered data from Jobs to Careers: Transforming the Front Lines of Health Care, a program commissioned by the Robert Wood Johnson Foundation.