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Abstrak
Penelitian ini bertujuan mengetahui pengaruh fungsi pengarahan kepala ruang dan ketua tim terhadap kepuasan kerja perawat
pelaksana di unit rawat inap. Metode penelitian adalah quasi experiment dengan desain pre-post test design with control
group. Data diambil sebelum dan sesudah dilaksanakan pelatihan, bimbingan dan pendampingan fungsi pengarahan (operan,
pre conference, post conference, iklim motivasi, supervisi dan delegasi) pada kepala ruang dan ketua tim. Sampel penelitian
diperoleh secara purposive sampling, terdiri dari 35 perawat pelaksana sebagai kelompok intervensi dan 40 perawat pelaksana
sebagai kelompok kontrol. Instrumen untuk mengukur kepuasan kerja menggunakan Minnesota Satisfaction Questionnaire
berjumlah 36 pernyataan. Hasil penelitian didapatkan kepuasan kerja perawat pelaksana yang mendapat pengarahan dari kepala
ruang dan ketua tim yang sudah memperoleh pelatihan, bimbingan dan pendampingan meningkat lebih tinggi secara bermakna
dibandingkan dengan kepuasan kerja perawat pelaksana yang mendapat pengarahan dari kepala ruang dan ketua tim yang tidak
dilatih fungsi pengarahan (p= 0,000; ï¡= 0,005). Fungsi pengarahan bila dilaksanakan secara konsisten oleh kepala ruang dan
ketua tim, berpeluang meningkatkan kepuasan kerja sebesar 67,40% dan diperkirakan mampu meningkatkan nilai kepuasan
perawat pelaksana sebesar 16.746 poin setelah dikontrol jenis kelamin. Rumah sakit dapat mengupayakan dan meningkatkan
kondisi kepuasan kerja perawat pelaksana secara berkelanjutan dengan mengimplementasikan fungsi pengarahan agar dapat
memberikan asuhan keperawatan berkualitas tinggi.
Kata Kunci: kepala ruang, kepuasan kerja, ketua tim, pengarahan, perawat pelaksana
Abstract
The aim of this study was to investigate the influence of directing function of nurse unit manager and team leader to the nurse
job contentment among staff nurses. The research method was a quasi experiment, pre-post test with control group design.
The data gathered before and after the directing function (hand over, pre conference, post conference, motivational climate,
supervision and delegation) had trained and guided to the nurse unit manager and team leader. The samples were 75
respondents, determined by purposive sampling. They were 35 nurse staffs (experimental group) and the others (control
group). The instrument was a questionnaire consisted 36 of Likert scale statements adopted from Minnesota Satisfaction
Questionnaire. The result showed that the level of nurse job satisfaction in the experimental group increased higher significantly
than the control group (p= 0.000; ï¡= 0.005). Putting the directing function into action consistently in the daily nursing
practice improved the probability of the nurse job satisfaction level about 67.40% and enhanced it around 16.746 point. The
day-to-day maintaining their job satisfaction level should be done through directing function so that they will deliver highquality
nursing care.
Keywords: directing, job satisfaction, nurse team leader, nurse unit manager, staff nurse
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