Job satisfaction among nurses is a critical determinant of workforce stability, care quality, and patient outcomes. Recent studies in Oman and the broader Eastern Mediterranean Region (EMR) confirm that nurse job satisfaction is a complex, multifaceted issue influenced by organizational, professional, and personal factors
Globally, the COVID-19 pandemic has intensified existing stressors. Research in the EMR reports high levels of burnout and reduced job satisfaction among nurses, particularly in settings with high workloads and inadequate staffing
In Oman, studies show that while many nurses report a sense of personal accomplishment and commitment to patient care, concerns about staffing levels, shift management, and limited promotion opportunities remain unresolved. High levels of burnout are prevalent, with more than half of surveyed nurses reporting emotional exhaustion and depersonalization
Job satisfaction is shaped by compensation, work environment, job role, and career development opportunities. Supportive environments, marked by positive relationships and recognition, are essential for enhancing satisfaction, while poor working conditions, inadequate pay, and excessive workloads contribute to dissatisfaction and burnout
Despite the essential role nurses play, job satisfaction in Oman and similar contexts remains a significant concern due to persistent staffing shortages, demanding workloads, limited career advancement, and moderate salary satisfaction
Given the crucial role of job satisfaction in nursing, current research underscores the need for healthcare administrators and nurse leaders to focus on:
By targeting these factors, healthcare systems can improve nurse retention, reduce turnover, and enhance both staff well-being and patient care outcomes in Oman and the broader region
The study employed a quantitative cross-sectional design using convenience sampling to recruit participants. A convenience sampling method was chosen due to several practical and logistic constraints like. The study was conducted in a single tertiary hospital, recruiting nurses who worked rotating shifts with varying schedules. The last, has made both probability-based sampling methods, such as random or stratified sampling not feasible for such a study. Moreover, resource and time limitations, and absence of external funding have limited the feasibility of a more representative sampling approach. Convenience sampling had helped in reaching a broad cross-section of nurses who were available and willing to participate during the data collection period. To mitigate potential bias, the survey was distributed across all nursing departments, and demographic characteristics of respondents were compared to the overall nursing workforce to assess representativeness. The limitations of this approach are acknowledged in the manuscript.
Recruitment was facilitated through the hospital’s nursing department administration, which distributed an online survey to all nursing departments. The survey included a detailed explanation of the study’s purpose and an informed consent form outlining voluntary participation and confidentiality. Regular reminders were sent via nursing administration to encourage participation.
The study was conducted in a tertiary hospital in Oman. The target population comprised of registered nurses with more than one year of experience, holding either a diploma or a bachelor’s degree in nursing, and engaged in seven-hour rotating shifts. Both Omani and non-Omani nurses were eligible. Newly graduated nurses and those who were indirectly involved in patient care, such as administrative staff were excluded from the study. The estimated total population was approximately 2000 nurses working in a tertiary hospital. A total of 317 nurses were recruited in the study as a sample (Using RaoSoft sample calculation software program).
The survey instrument was adapted from a previous study and reviewed by nursing and research experts for content validity. The questionnaire was composed of the following sections.
A pilot test was conducted for 50 nurses at a tertiary hospital to assess clarity and reliability, and for face validity. The pilot study data were excluded from the final analysis and the data collection tool was modified accordingly.
Ethical approval was obtained from the Ministry of Health in Oman. Participants provided informed consent and were assured of anonymity and confidentiality. No identifying information was collected.
Descriptive statistics involving means, medians, and standard deviations were utilized to have an in-depth understanding about the sample. Whereas inferential statistics like correlational statistics were used to were to explore the relationship between job satisfaction and the influencing factors. Regression analysis was performed to establish a scientifically based and real cause and effect relationship between nurses’ job satisfaction and the influencing factors.
A total of 317 nurses participated in the survey. The majority were female (97%), aged 30 to 49 years, and were married. Most respondents held a diploma or BSN, with a broad range of clinical experience (i.e. <1 year-Age - >25 years). The participants were from different departments, including obstetrics and gynecology wards, critical care, operational theatre (OT), and surgical and medical wards.
The Overall Job Satisfaction:
Workload Satisfaction:
Leadership Support:
Feeling Valued in the Team:
Variable Pair |
Pearson’s r |
p-value |
Interpretation |
Workload Satisfaction & Job Sat. |
0.52 |
<0.01 |
Moderate positive correlation |
Leadership Support & Job Sat. |
0.58 |
<0.01 |
Strong positive correlation |
Teamwork (Valued) & Job Sat. |
0.47 |
<0.01 |
Moderate positive correlation |
Leadership Support & Teamwork |
0.54 |
<0.01 |
Strong positive correlation (supportive managers foster teams) |
Regression Model Summary:
Predictor Variable |
Standardized β |
p-value |
Leadership Support |
0.38 |
0.003 |
Workload Satisfaction |
0.29 |
0.012 |
Teamwork (Feeling Valued) |
0.23 |
0.027 |
Salary Satisfaction |
0.11 |
0.142 |
Interpretation:
Leadership support emerged as the strongest and most significant predictor of job satisfaction among nurses, followed by workload satisfaction and teamwork. Salary satisfaction, while positively associated, was not statistically significant when controlling for the other factors.
Open-ended responses reinforced these quantitative findings. Many nurses cited the need for better recognition, fair promotions, and adequate staffing as essential for job satisfaction. Several mentioned that supportive supervisors and effective teamwork made a substantial difference in their daily experiences. Conversely, issues such as work overload, lack of appreciation, and insufficient salary adjustments were frequently mentioned as sources of dissatisfaction.
The analysis reveals that leadership support, workload management, and teamwork are the most influential factors shaping job satisfaction among nurses in this sample. Interventions aimed at strengthening management support, optimizing workloads, and fostering a collaborative team environment are likely to yield the greatest improvements in job satisfaction. While compensation and professional development remain important, their impact appears to be secondary to the psychosocial and organizational aspects of the work environment.
The current study found that leadership support, manageable workload, and team cohesion are the most significant predictors of job satisfaction among nurses in this hospital. These results align with recent regional and international research, highlighting the universal importance of supportive management, fair workloads, and positive team dynamics in nursing
Qualitative data from this and related studies highlight the need for transparent reward systems and clear career advancement pathways. A recent GCC-wide survey confirmed that recognition and professional growth opportunities are increasingly important, especially to younger nurses
1) Multi-site and Longitudinal Studies
To generalize the findings, future research should include multiple hospitals across Oman and use longitudinal designs to evaluate the long-term impact of interventions.
2) Intervention Trials
Pilot studies should rigorously test the effectiveness of leadership training, workload management, and team-building programs in Omani settings.
3) Qualitative Research
In-depth interviews and focus groups can help uncover cultural and contextual factors influencing nurse satisfaction, such as the impact of Omani social norms on leadership and teamwork.
4) Policy Integration
Collaboration with the Ministry of Health is essential to integrate nurse satisfaction metrics into hospital accreditation and quality improvement frameworks, supporting Oman Vision 2040’s goals for workforce sustainability and healthcare excellence.
The use of convenience sampling and a single tertiary hospital limits the generalizability of findings. This approach was necessitated by logistical and resource constraints, as described in the methods section. Future studies should include multiple sites and consider probability-based sampling to improve representativeness. What is more, qualitative research could explore nurses’ experiences in greater depth, particularly around management support and career advancement.
The results suggest that the healthcare administrators should prioritize improving the nursing staffing levels and shift scheduling to reduce workload stress. Enhancing leadership visibility and responsiveness, clarifying promotion pathways, and strengthening reward systems are also critical. Fostering teamwork and communication through structured programs can further improve job satisfaction and retention, ultimately benefiting patient care quality.
We would like to express my sincere gratitude to the Royal Hospital in Oman for providing me with the opportunity and support to carry out this work. Special thanks to colleagues and mentors whose guidance and encouragement have been invaluable throughout this process.