IJEMHHR • VOL. 19, No. 2 • 2017 1 *Correspondence regarding this article should be directed to: rebecca.edery@gmail.com The Infuence of Organizational Respect on Job Satisfaction in the Human Services: Findings from a New York State Multi-Site Job Satisfaction Cross-Sectional Survey – A Short Commentary Rivka A. Edery* MSW, LCSW, Psychotherapist, Private Practice, USA INTRODUCTION Tis article is a summary discussing the author’s conceptualized and implemented Master’s research project for: Fordham University Graduate School of Social Service, May 2009: “Te infuence of organizational respect on job satisfaction in the human services”. Te fndings from a New York State-based multi-site job satisfaction cross-sectional survey design, drawing from a larger study, which utilized a longitudinal, quasi-experimental design. Tis research explored the relationship between respect and job satisfaction from a sample of 1,216 of nursing home staf. Te following hypothesis has guided this study: respect on the job will be positively related to job satisfaction, when tenure (length of time employed by current employer obtained by Human Resources), site (location of facility), afect (Employee’s personality), and subgroups (professional and paraprofessionals) of nursing home staf, are controlled for. Te purpose of publishing this article is to contribute to the eforts made to support public organizations in being less bureaucratic and more result-oriented, accountable, and customer driven (Park, 2017). A major problem in quality of care is nursing home staf turnover, which has been an acute problem in the nursing home industry for decades (Donoghue & Castle, 2006). Most research on nursing staf turnover links turnover to individual explanations such as job satisfaction (Curtis, 2007). Appropriate stafng allows nurses to provide the necessary quality of care, as well as to improve nursing job satisfaction. Nurses continue to identify that improving their work environment will improve job satisfaction, which is the most important solution to resolving the nursing shortage (Krueger, 2002). Respect is perceived in terms of (1) inclusion within a group captured in terms of perceived liking (Branscombe et al., 2002); (2) fair treatment (e.g. Huo & Molina, 2006); (3) appraisal of qualities (Prestwich & Lalljee, 2009). Respect manifested in nursing homes, a reliable infuencing variable for improving employee job satisfaction, would begin with organizational leadership shifing their management approach from a predominately authoritarian one, to more of a partnership model. Such a respectful management style would encompass a social dynamic that is supportive and inclusive of their employees, valuing how such a partnership with nursing staf infuences job satisfaction, and ultimately, patient satisfaction. Tere are necessary steps to take if such a management approach is not already in existence. As a starting point, management would need to efect a cultural transformation that is nurturing to a collaborative environment. Without respect for collaboration, a hierarchy will most likely be the dominating management approach (Potter, 2017). An organization that has genuine respect for all employees, thereby remaining competitive, would reveal the following critical components: 1) shared core values between management and all employees, 2) respect as an organizational strength, including employee retention, 3) respect in the workplace is a signifcant work/ life issue, 4) prioritizing treating all staf equitably, with dignity and politeness, 5) recognizing the whole person, consistently, thereby fully engaging them. (Prince, 2000). Tis study was designed and implemented by the research staf of a large, long-term health care facility for the elderly, Jewish Home and Hospital Lifecare System (JHH). JHH is comprised of three campuses: Manhattan, the Bronx and Westchester. Tese campuses include forty-seven units, serving approximately 1600 elderly nursing home residents. Te participants were all nursing home staf, from 13 units across the three sites of the organization. All staf, from every level of the organization, that was on the study units for two or more months, was asked to voluntarily fll out questionnaires. Te author did not perform any analyses comparing the diferent study sites. Te fndings were from the quantitative component of a self- administered questionnaire (N = 216). Te data were drawn from a larger study which utilized a longitudinal, quasi-experimental design. Job satisfaction was measured with the Alliance Job Satisfaction Scale, a scale that was developed internally by the JHH research team, for their internal Culture Change Study. Tis job satisfaction scale consisted of 10 items that refected what it means to be satisfed professionally in this organization. Examples of questions include: “Would staf recommend services of JHH to a friend, or family member? Does the opinion of International Journal of Emergency Mental Health and Human Resilience,Vol.19, No. 3, pp 1-2 © 2017 OMICS International ISSN 1522-4821