Understanding how long-term care organizational context affects nurses’ quality of work life in Nova Scotia: A model of workforce support
Date
2025-12
Authors
Duynisveld, Amber
Journal Title
Journal ISSN
Volume Title
Publisher
Mount Saint Vincent University
Abstract
Understanding how work environment in long term care (LTC) homes impacts staff quality of work life is fundamental to strengthening workforce stability. Guided by Kanter’s theory of structural empowerment, I suggest that organizational context (OC) helps explain LTC nurses’ job satisfaction (JS), a relationship potentially mediated by psychological empowerment (PE). I tested this theoretical model (OC-PE-JS) by examining how LTC work environment, measured by four organizational context (OC) variables (leadership, evaluation, culture, and social capital) associates with nurses’ job satisfaction (JS) while being mediated by PE.
Data were collected in December 2021 using a convenience sample of 10 Nova Scotia LTC homes. Eligible nurses (n=138) completed the TREC survey online. I tested the validity of the four OC subscales on this sample using exploratory and confirmatory factor analysis. I used path analysis modelling to examine the three-part OC-PE-JS model using individual aspects of organizational context to test the PE mediation hypothesis.
Results of factor analyses supported the use of the four OC subscales in this sample. I found PE to partially mediate the impact of leadership, culture, and social capital on job satisfaction, and fully mediate the impact of evaluation on job satisfaction. The results indicate that leadership, culture, and social capital each have significant direct and total impact on JS within this model, suggesting that LTC organizations and managers can provide emotionally intelligent leadership and opportunities for professional growth to maintain a stable, effective workforce