ABSTRACT

This study examined the effect of job satisfaction on organizational blindness among healthcare professionals. The study participants were nurses, doctors, auxiliary staff, administrative employees, and managers working at the Selçuk University Medical Faculty Hospital and Private Academy Hospitals in Konya and other health sectors for at least a year at their respective institutions. This study used a quantitative approach. The sample was selected using a sampling method, and the data were collected using face–to–face questionnaires with voluntary participation. The collected data were analyzed with SPSS software, and statistical analyses were performed accordingly. A demographic information form to collect data from healthcare professionals in a study was developed by Catino (2013). The Organizational Blindness Scale, adapted to Turkish by Seymen, Kılıç, and Kinter, and the Job Satisfaction scale, which was adapted to Turkish by Baycan in 1985, were used. Moreover, this study is important because it is the first to address the issues of both “Business Blindness” and “Job Satisfaction”.

JEL Classification: M1, M5, I3, I1.

1. Introduction

Businesses use modern management techniques to keep up with changing and evolving technologies. Traditional management techniques are insufficient to address the problems that arise in organizations, which leads to several problems in businesses. Earlier, businesses prioritized individual goals and business objectives. Although was less pronounced in earlier times, it is now considered a management disease (Uslu & Demirel, 2002). Management diseases relate to socio–psychological factors of occupational diseases that affect work characteristics and working conditions. These illnesses can result from factors such as strict management and difficult working conditions that affect employee performance. While this poses some risks for employees in the short term, it may also lead to illnesses such as behavioral disorders, organizational silence, and organizational blindness over time. A literature review reveals organizational blindness, among others, is a common business illness (Aydın, 2019). Businesses are social entities that interact with society and constantly analyze the environment through individuals within them. These analyses are crucial for businesses to adapt to changes in their internal and external environments and gain a competitive advantage in the sector. However, over time, businesses often fail to perceive the threats, opportunities, and risks brought about by changes in their internal and external environments and deviate from their capabilities (Özgül & Mengi, 2016). Studies often described this situation using terms such as business blindness, which refers to short–sightedness and organizational myopia (Seymen, Kılıç, and Kinter, 2016). The term organizational blindness originated from the loss of an organization’s ability to see opportunities and risks that arise over time (Yüksel, 2017). In the literature, business blindness often appears as blind spots, tunnel vision/narrow vision (Mason, 2005; Leonardi, 2011), silo syndrome, myopia/short–sightedness, managerial myopia, management myopia, organizational myopia, and organizational blindness or business blindness (Larwood & Whittaker, 1997; Merchant & Bruns, 1986; Ebrahim, 2005; Mizik, 2010; Altınay, et al., 2012; Sato, 2012; Zhao, Chen, et al., 2012).Business blindness is one of the most important factors that shape employee job satisfaction. Failure to perceive opportunities and risks, excessive regulatory compliance, disregard for employee opinions, a lack of harmony, a lack of teamwork, and communication problems contribute to business blindness. Such problems in businesses reduce employee morale and motivation (Kartal, 2018; Seymen, Kılıç, & Kinter, 2016; Altınay et al., 2012). Employees’ silence and blindness within organizations are highly likely to result in turnover, resistance to organizational learning (Morrison & Milliken, 2004), low self–confidence and low commitment (Nikolaou, Vakola, & Bourantas, 2011), poor quality of communication (Vakola & Bouradas, 2005), low performance, and reduced job satisfaction (Barçın, 2012; Aktaş & Şimşek, 2013). Businesses are initially set up with high morale and motivation. Employees, like businesses, often have high morale and motivation in the early stages of their employment; however, this may fade over time. As morale and motivation decline, so does job satisfaction. This may lead to employee desensitization to their environment, which may lead to a feeling of organizational blindness as employees fail to see opportunities and impending threats (Kılıç, 2015).

The concept of job satisfaction is used effectively in the field of work psychology. Employees’ psychological states may change over time. Several factors, either specific to individuals or arising externally, can contribute to these changes. The idea that the job itself or the working environment may affect individuals’ psychological states is therefore the basis of studies on job satisfaction (Deveci, 2014). Although job satisfaction has different definitions, the goal is the same. Job satisfaction creates a work environment that enables businesses to reach their goals and motivates employees to work (Türk, 2007). Davis (1982) defined job satisfaction as the satisfaction or dissatisfaction with the job that employees do. Employee’s satisfaction in all aspect has a direct impact on their contribution to the workplace, performance, and social life (Kamiloğlu, 2014). Business blindness in organizations is closely linked to the level of employees’ job satisfaction. Employees who fail to perceive opportunities and threats in their businesses experience lower morale and motivation, which in turn leads to lower job satisfaction, apathy toward work, and atrophy in the long run.

Healthcare workers suffer from more business blindness than employees in other sectors. Some researchers consider burnout syndrome as an effective cause (Duquette, et al., 1994; Poncet, et al., 2007; Kılıç & Seymen, 2012). An employee who is insensitive, reluctant and has reduced communication due to burnout will atrophy over time as he becomes less social and more introverted. The causes of business blindness include, aside from burnout, mobbing, management by a single source, working in the same place for a long time, and excessive workload (Seymen, Kılıç, & Kinter, 2016). The fact that the people we interact with in the healthcare sector are patients or their relatives, combining with high workload, working with inadequate staff or insufficient personnel, lack of poor materials and equipment, problems with patients or their families, long working hours, limited opportunities for career advancement, societal disrespect, conflicts of duty with other employees (Argon, et al., 2001; Seago & Faucett, 1997), limited support from management (Khorshid, et al., 2005), lack of social support (AbuAlRub, 2004; Lee & Henderson, 1996), environmental and management challenges, management issues (Clegg, 2001), shift patterns (McVicar, 2003; Tel & Karadağ, 2003), uncontrollable situations, management styles, lack of career opportunities and resources (Rout, 2000; Schermerhorn, et al., 2005) can all lead organizations toward business blindness, as these factors contribute to stress and decreased job satisfaction in healthcare professionals. This study examined the effect of job satisfaction on business blindness among healthcare workers. Section 1 presents a comprehensive literature review and a discussion on the concepts of job satisfaction and business blindness. Section 2 describes the importance of the research, the population and sample size, data collection tools, validity and reliability studies, the hypotheses developed, and the analysis techniques used. Section 3 outlines the result of the statistical data analysis. Section 4 presents a comparison of our results and those found in the literature. Section 5 summarizes the results and proposes suggestions for the relevant literature and applications.

2. Method

This study used quantitative methods to examine the relationship between job satisfaction and business blindness among healthcare professionals. Data were collected via face–to–face survey method from various professional groups (doctors, nurses, administrative, and technical personnel) in two large health institutions in Konya. The scales’ reliability was tested using Cronbach’s alpha, showing they were highly reliable. Data were analyzed with parametric tests after normality tests: t–test was used for two–group comparisons, One–Way analysis of variance (ANOVA) for comparisons of more than two groups, and Tukey’s test for differences. Pearson’s correlation analysis was used to show the relationships between variables, and regression analysis was used to examine the interaction between dependent and independent variables. This allowed for determining the statistical significance of the findings and addressing the research questions.

2.1. Purpose of Research

No study in the literature has addressed the issues of “Business Blindness” and “Job Satisfaction” together. Therefore, this study examined the effect of job satisfaction on business blindness.

2.2. Research Group

This study involved employees from Selçuk University Faculty of Medicine Hospital and Private Academy Hospitals, both of which are healthcare facilities in Konya city center. Participants in the group included nurses, physicians, administrative staff, auxiliary service personnel, and managers who had been employed at their respective institutions for at least a year. Table 1 outlines the sociodemographic characteristics of the healthcare professionals who participated in the study.

2.3. Data Collection Tools

The survey was divided into three parts. The first part focused on the socio–demographic characteristics of the healthcare workers participating in the study. The second part used the Operational Blindness Scale, which was developed by Seymen et al. (2016). Catino (2013), a pioneer of organizational blindness, examined the scale in three dimensions in his book Organizational Myopia. Seymen et al. (2016) used these three dimensions as a reference. Researchers subsequently introduced the subdimension “level of job routine,” positing that this aspect could influence operational blindness, thereby creating a four–dimensional scale identified as “individual factors, the level of job routine, organizational factors, and sectoral factors.” The survey consisted of 24 items and a five–point Likert scale.

The reliability analysis of the Business Blindness Scale revealed a Cronbach’s alpha coefficient of 0.87, indicating high reliability. In the reliability analysis for sub–dimensions, Cronbach’s alpha coefficient was found to be 0.71 for the individual factors sub–dimension, 0.75 for the work routine level sub–dimension, and 0.76 for the sector structure sub–dimension, confirming the reliability of these dimensions. The coefficient of 0.80 obtained for the organizational structure subdimension indicates greater reliability (Kalaycı, 2014).

The reliability analysis of the Job Satisfaction Scale yielded a Cronbach’s alpha coefficient of 0.91, signifying a high degree of reliability. In the analyses pertaining to the sub–dimensions, the Cronbach’s alpha coefficient for the intrinsic satisfaction dimension was 0.86, while that for the extrinsic satisfaction dimension was 0.82. These results indicate that both sub–dimensions exhibit high reliability. The reliability analysis for the Job Satisfaction Scale yielded a Cronbach’s alpha of 0.91, indicating a high level of reliability. In examining the sub–dimensions, the intrinsic satisfaction dimension showed the Cronbach’s alpha coefficient of 0.86, while the extrinsic satisfaction dimension had a coefficient of 0.82. These findings indicate that both sub–dimensions are highly reliable (Kalaycı, 2014).

2.4. Data Collection and Analysis

Within the scope of the survey, the researcher collected the necessary data over a certain period using a face–to–face survey method. Before administering the questionnaire, participants who volunteered were provided with detailed information about the research’s purpose and content. A total of 380 questionnaires were returned, but 33 were excluded from the analyses because they contained incomplete or incorrect responses. Thus, only 347 questionnaires were analyzed. Data were cleaned after recording in a computerized database, and any incorrect coding was corrected.

Statistical analysis was conducted using SPSS 25.0. To determine the appropriate tests, the normality of the data distribution was first examined, and parametric methods were applied when appropriate. Descriptive statistics (percentages, means, and standard deviations) were used to summarize the findings. Differences between two groups were tested with an Independent Samples t–test, while comparisons among more than two groups was conducted using One–Way ANOVA. Tukey’s test, a post–hoc test, was used to identify groups responsible for significant differences. In addition, relationships between variables and their level of dependence were analyzed using Pearson’s correlation analysis. A simple linear regression analysis was applied to test the interactions between dependent and independent variables. In the regression analysis, the model was specified using the Enter method (Altunışık et al., 2017; Hair et al., 1998).

Table 2 presents the results of the normality test. In determining the statistical methods, the Shapiro–Wilk test results were first considered. A p–value above 0.05 on the Job Satisfaction scale indicated a normal distribution. Although the Enterprise Blindness scale had a p–value was below 0.05, its skewness (–0.36) and kurtosis (–0.29) coefficients were in the range of –3 to +3 (Karagöz, 2016), suggesting no substantial deviation from the normal distribution. Therefore, both scales were considered suitable for parametric tests, and the analyses were conducted accordingly.

3. Results

This section presents the research findings.

3.1. Demographic Findings of Healthcare Professionals Participating in the Research

Table 3 presents the demographic findings of the study participants.

As shown in Table 3, 347 healthcare professionals participated in the study. Of these, 66% (n = 229) were employed in university hospital and 34% (n = 118) in private hospitals. Regarding age distribution, 24.5% (n = 85) were 18–25 years old, 42.7% (n = 148) were 26–35 years old, and 32.8% (n = 114) were 36 years and older. Regarding the distribution by job title, 36.3% (n = 126) of the participants were nurses, 24.5% (n = 85) were doctors, 20.2% (n = 70) were auxiliary service personnel, 14.1% (n = 49) were administrative staff, and 4.9% (n = 17) were managers. In terms of gender, 64.8% (n = 225) of the participants were female, and 35.2% (n = 122) were male. Regarding marital status, 64.3% (n = 223) were married and 35.7% (n = 124) were single. In terms of professional experience, 41.5% (n = 144) of the participants had 1–5 years of experience, 28.5% (n = 99) had 6–10 years, 17.9% (n = 62) had 11–15 years, and 12.1% (n = 42) had 16 years or more. Regarding education level, 3.5% (n = 12) had completed primary education, 28.0% (n = 97) high school, 14.7% (n = 51) held an associate degree, 32.2% (n = 111) an undergraduate degree, and 21.9% (n = 76) were in other education categories. Finally, in terms of income, 39.2% (n = 136) reported income of 2001–2500 TL, and 60.8% (n = 211) reported 2501 TL or more.

3.2. t–test and ANOVA Results of Scales

As shown in Table 4, the t–test analysis examining gender differences across the scales showed no significant differences between male and female participants and the mean scores of internal satisfaction, external satisfaction, and general satisfaction (p > 0.05). No significant differences were observed across dimensions of individual factors, job routineness, or sector structure (p > 0.05). However, a significant difference was observed between gender and organizational structure mean scores (p < 0.05). In this dimension, men reported higher mean scores than women, indicating a higher level of business blindness among men.

As shown in Table 5, the t–test analysis showed a significant difference between participants’ income status and the means of internal satisfaction, extrinsic satisfaction, and general satisfaction (p < 0.05). Participants with an income level of 2501 TL and above reported higher job satisfaction than those with low income levels. As shown Table 3.2, a significant difference was observed between participants’ income status and the mean scores of individual factors, job routineness, organizational structure, and sector structure (p < 0.05). The average income of those earning between 2001–2500 TL was higher than the others, indicating that business blindness is more common among employees with low incomes.

As shown in Table 6, a significant difference was found in participants’ internal satisfaction scores across job titles (p < 0.05). Specifically, nurses differed from doctors and managers; doctors differed from auxiliary services personnel and administrative employees; auxiliary services class differed from managers; and administrative employees differed from managers. According to the external satisfaction scores, significant differences were found between nurses and administrative employees and managers, doctors and auxiliary services class, administrative employees and managers, auxiliary services class and managers, and administrative employees and managers (p < 0.05). According to the general satisfaction scores, significant differences were found between nurses and doctors, nurses and managers, doctors and auxiliary services personnel, administrative employees and managers, auxiliary services personnel and managers, and administrative employees and managers (p < 0.05). When job titles were compared in terms of overall job satisfaction, managers reported the highest average job satisfaction, followed by doctors. The lowest average job satisfaction levels were observed among administrative employees, followed by the auxiliary services class. When evaluated by job title, individuals in high positions reported higher job satisfaction levels.

A comparison of the business blindness scale according to job title showed a significant difference between nurses and auxiliary services personnel and between auxiliary services personnel and both administrative employees and managers, according to the mean scores of the individual factors dimension (p < 0.05). According to the routineness dimension scores, significant differences were found across job titles (p < 0.05). Specificaaly, nurses differed doctors, auxiliary services personnel, and administrative employees. Doctors differed from auxiliary services personnel, administrative employees, and managers. According to the organizational structure dimension, significant differences were found across job titles (p < 0.05). Specifically, nurses differed from managers, doctors differed from other job groups, auxiliary services personnel and administrative employees both differed from managers. According to the sector structure dimension scores, significant differences was found across job titles (p < 0.05). Specifically, nurse differed from doctors and managers, doctor differed from auxiliary services personnel, administrative employees and auxiliary services class both differed from managers. When the job titles and business blindness levels of the participants were compared, auxiliary services class had the highest average in terms of individual factors, organizational structure, and sector structure and managers had the lowest average. These result are likely because of factors such as wage and status. In the job routineness dimension, administrative employees had the highest average, and doctors had the lowest average. The level of job routineness also affects business blindness, suggesting routine work contribute to high levels of business blindness.

As shown in Table 7, significant differences were found in the internal satisfaction scores across education levels (p < 0.05). Specifically, differences were found between primary and other (master’s), high school and associate degrees, high school and other (master’s), and undergraduate and other (master’s). For external satisfaction scores, a significant difference was found between the education levels of high school and others (master’s degree) (p < 0.05). For general satisfaction scores, a significant difference was found between primary education and others (master’s degree), high school and others (master’s degree), and undergraduate and others (master’s degree) (p < 0.05). When the education levels of the participants and their job satisfaction levels were compared, the highest average job satisfaction was observed among those with a master’s degree, while lowest average was found in the primary education group. Given that the healthcare industry is constantly changing and evolving, individuals with a high level of education are more likely to achieve job satisfaction because they can adapt more readily to this changing and developing situation. However, job satisfaction decreases in individuals who cannot adapt.

A comparison of the business blindness scale across education levels showed no significant difference between the individual factors dimension and education level (p > 0.05). According to the routineness dimension scores of the job, a significant difference was found between education levels: high school and others (master’s), associate degree and others (master’s), and undergraduate and others (master’s) (p < 0.05). However, no significant difference was found between organizational structure size and education level (p > 0.05). According to the sector structure dimension scores, a significant difference was found between education levels, that is, high school and others (master’s), and associate degree and others (master’s degree) (p < 0.05). When participants’ level of education was compared across their business blindness levels, the highest average in the sector structure dimension was observed among high school graduates, while the highest average in the routineness dimension of the job was found among associate degree holders. The lowest averages were recorded for those with a master’s degree. In this case, the group experiencing the highest level of business blindness in terms of sector structure is high school graduates, while associate degree holders show the most business blindness in terms of the routineness level of the job. Conversely, other (master’s) graduates exhibit the lowest levels of business blindness. Overall, it was concluded that the group with a higher level of education had fewer business jobs. Employees with a high level of education can foresee opportunities and threats in advance and better solve the problems they encounter; therefore, the risk of the organization being caught in business blindness is reduced.

Table 8 showed no significant difference between the job satisfaction scale across work experience groups (p > 0.05). However, in the comparison of the business blindness scale by work experience, a significant difference was found between employees with 11–15 years, 1–5 years, and 6–10 years of experience according to the mean scores of the individual factor dimensions (p < 0.05). According to the mean scores of the routine dimension of work, a significant difference was found between 1–5 years and 6–10 years, 6–10 years and 11–15 years, 6–10 years and ≥ 16 years of experience (p < 0.05). There was no significant difference between the organizational structure, sector structure, and work experience dimensions (p > 0.05).

3.3. Correlation Analysis Between Variables

Table 9 shows the correlation results between job satisfaction and the sub–dimensions of business blindness in healthcare workers. The analysis revealed strong and positive relationships between the sub–dimensions of job satisfaction. Specifically, a strong (r = 0.762; p < 0.01) positive correlation was found between intrinsic and extrinsic satisfaction, a very strong (r = 0.955; p < 0.01) correlation between general and extrinsic satisfaction, and a very strong (r = 0.919; p < 0.01) correlation between general and extrinsic satisfaction.

The relationship between job satisfaction and the dimensions of business blindness was generally negative. There were low negative relationships between the individual factor dimensions and job satisfaction sub–dimensions (r ≈ –0.25), and weak negative relationships between the job routineness level and job satisfaction dimensions (r ≈ –0.43 and –0.46). Negative relationships were observed between the organizational structure dimension and job satisfaction, with a moderate relationship with external satisfaction (r = –0.539; p < 0.01). Finally, the relationships between sector structure and job satisfaction dimensions were low and negative (r ≈ –0.40 and –0.46).

Positive relationships were found between the sub–dimensions of business blindness. There were positive relationships between the level of routineness of the work and individual factors (r = 0.440; p < 0.01), between the organizational structure and the level of routineness of the work (r = 0.438; p < 0.01), and between the sector structure and the organizational structure (r = 0.696; p < 0.01).

Overall, the analysis concluded that there was a significant negative relationship between job satisfaction and business blindness.

3.4. Comparison of the Effects of Job Satisfaction Sub–dimensions on Business Blindness Sub–Dimensions

In Table 10, a regression analysis was conducted to examine whether job satisfaction influences the individual factor dimension, one of the sub–dimensions of business blindness. The regression model was found to be significant (p < 0.05). The analysis showed that 6% of the change in the individual factors was explained by the sub–dimensions of internal, extrinsic, and general satisfaction (R2 = 0.06). The change in internal satisfaction negatively affected individual factors by 23.1% (B = –0.231), external satisfaction by 20.9% (B = 0–0.209), and general satisfaction negatively by 25.1% (B = –0.251).

In Table 11, a regression analysis was conducted to examine whether job satisfaction affects the routine–level dimension of the job, a sub–dimension of business blindness. In the table, the regression model was statistically significant (p < 0.05). According to the analysis, 19% of the change in the sub–dimension of the routine level of work is explained by internal satisfaction, which negatively affected the routine level of work by 51.4% (B = –0.514). Similarly, 18% of the change in the routine–level sub–dimension of the of work is explained by external satisfaction, which had a negative affect of 45.1% (B = –0.451). Finally, 21% of the change in the sub–dimension of the level of routineness of the work is explained by general satisfaction, which negatively affected the routine level of work by 55.1% (B = –0.551).

In Table 12, a regression analysis was conducted to examine whether job satisfaction influences the organizational structure dimension, a sub–dimension of business blindness. Table 12 shows that the regression model is statistically significant (p < 0.05). According to the analysis, 16% of the change in the organizational structure dimension is explained by internal satisfaction. The change in internal satisfaction negatively affected the organizational structure dimension by 48.2% (B = –0.482). External satisfaction explains 29% of the change in the organizational structure subdimension. The change in external satisfaction negatively affects the organizational structure dimension by 56.8% (B = –0.568). General satisfaction explains 24% of the change in the organizational structure sub–dimension. Thus, the change in general satisfaction negatively affected the organizational structure dimension by 59.2% (B = –0.592).

In Table 13, a regression analysis was conducted to identify whether job satisfaction affects the sector structure dimension, which is one of the sub–dimensions of business blindness. Table 13 shows that the regression model was statistically significant (p < 0.05). According to the analysis, 13% of the change in the sector structure subdimension is explained by internal satisfaction. The change in endogenous satisfaction negatively affected the sector structure subdimension by 47.6% (B = –0.476). External satisfaction explains 17% of the change in the sector structure subdimension. The change in external satisfaction negatively affected the sector structure subdimension by 48.4% (B = –0.484). General satisfaction explains 17% of the change in the sector structure subdimension. Thus, the change in general satisfaction negatively affected the sector structure subdimension by 54.5% (B = –0.545).

4. Conclusion, Discussion, and Recommendations

This study examined the relationship between job satisfaction and organizational blindness among healthcare professionals and showed a significant correlation between the two variables. The findings suggest that a higher level of job satisfaction may help reduce organizational blindness. Moreover, comparisons of demographic factors showed that perceptions of job satisfaction and organizational blindness varied according to age, position, tenure, and educational background. As no studies so far have examined operational blindness and job satisfaction, this study addresses this gap in the literature. These findings are also important for guiding future studies, generating discussions, and enabling comparisons across different samples. Our findings on job satisfaction show that managers are the occupational group with the highest job satisfaction, while administrative workers report the lowest. Education level emerged as an important criterion in determining job satisfaction; healthcare professionals with higher education levels demonstrated greater job satisfaction. This study also concluded that wages are among the most important factors determining job satisfaction among healthcare workers, with higher incomes associated with greater job satisfaction. Good wages imply better living conditions, which are reflected in employees’ work performance the work of employees with improved living conditions. Wages, as a means of meeting individual needs and desires, represent the rewards for employees’ efforts. Job satisfaction tends to decreases when employees are not adequately compensated for their efforts. Considering gender, men are more likely to experience operational blindness than women. Furthermore, the income levels of healthcare workers participating in this study appeared to impact operational blindness. Low income levels make healthcare workers more vulnerable to operational blindness. Those working in the support services class are the most affected, followed closely by administrative staff. Employees’ education levels also contribute to operational blindness: the lower the education level, the higher the level of operational blindness. Participants in the study were divided into two groups: private and university hospital employees. Job satisfaction and operational blindness levels of healthcare workers did not differ significantly between these hospital types. However, a study by Eroğlu (2015) on two public hospitals in Istanbul found that healthcare personnel at Eyüp State Hospital reported higher job satisfaction than those at Viranşehir State Hospital. This difference is believed to be related to the hospital’s location. When compared with this study, the difference in the results appears to stem from the hospital being public. This is because the conditions in private hospitals differ from those in public hospitals. If the conditions in a public hospital are better than those in a private hospital, this can help explain higher employee satisfaction. A study by Seymen et al. (2016) measuring operational blindness among healthcare and energy sector employees found that healthcare sector employees have a higher perception of operational blindness than energy sector employees. Burnout syndrome is a major factor contributing to high levels of operational blindness among healthcare workers. It leads to emotional exhaustion, reduced motivated, diminished sensitivity, and weak communicative in their environment (Maslach & Jackson, 1981; Maraşlı, 2003; Sılığ, 2003). Employees experiencing burnout tend to become less communicative and withdrawn, which can lead to their atrophy over time. Participants were evaluated using the standardized scales, and some noteworthy results were observed. On the job satisfaction scale, participants expressed dissatisfaction with their pay, working conditions, praise they received for their work, and opportunities for advancement in their jobs. Pay is a significant factor in determining job satisfaction. Dissatisfaction with an employee’s pay can lead to reluctance at work. Disinterested individuals may struggle to stay informed about developments around them. Factors such as working conditions, excessive workload, and routine work can all contribute to a decline in job satisfaction. Employees expected to be rewarded for a job well done, and the absence of rewards can be discouraging. Employees who do not do their job willingly experience lower job satisfaction. While every individual strives to achieve a better position. However, being unable to advance in one’s current position, in other words, stagnating, can lead to despair, routine, and ultimately low job satisfaction. Participants also expressed satisfaction with their ability to help others, maintain stable job, establish a place in society, and make use of their talents. However, a study by Halıcı & Yurtseven (2002) found that the lowest level of satisfaction among healthcare workers was the opportunity for advancement in their jobs. Gözüm (1996) noted that the aspect of healthcare workers providing the least satisfaction was the opportunity for advancement. These results are consistent with findings from other studies. Participants in the business blindness scale argue that they follow the innovations in their work, can easily recognize their own shortcomings and remain curious about the developments in their field. In addition, participants stated that they could not easily give up their habits, noting strict rules within their organization and sector, their work was suitable for routine, and perceived their managers as inflexible. When employees cannot easily give up their habits, they start to apply the same method every time they encounter a problem. Strict rules in the organization and managerial inflexibility make employees reluctant to freely express their opinions, thus leading to anxiety and fear. The routinization of an employee’s work can prevent them from recognizing opportunities and risks that arise in the business over time, referred to as business blindness. To prevent this situation, organizations should discourage employees following rigid habits, promote managerial and organizational flexibility, encourage employees to express their opinions openly without fear, and minimize factors that contribute to routinization. The study found a significant negative relationship between job satisfaction and business blindness among healthcare workers. In other words, higher levels of business blindness of healthcare workers increases their job satisfaction and vice versa. In this study, the regression model used to determine whether job satisfaction affects business blindness was statistically significant. Accordingly, job satisfaction negatively affects business blindness, and the occurrence of business blindness within organizations can be explained by job satisfaction. Low job satisfaction among healthcare workers leads to their business blindness. A literature review shows that this study is the first to directly examine the effect of job satisfaction on business blindness. Considering these results, various suggestions have been proposed to increase job satisfaction and reduce business blindness in health institutions and other organizations.

– It is important to continuously evaluate, analyze, and improve process management. As doing the same job in the same unit for extended periods may lead to business blindness, rotation practices should be implemented.

– Employee motivation can be strengthened by involving employees in decision–making processes, prioritizing organizational intelligence, and assigning them to units where they wish to work voluntarily.

– Managers should be sensitive to employees’ wishes and needs. Improving wage and reward policies in line with workload and working conditions can increase motivation. Implementing innovative organization practices, creating environments where employees can share their ideas, and strengthening inter–unit communication are effective measures to prevent business blindness. Moreover, healthcare management professionals will enhance the quality of healthcare service delivery (Yorulmaz, 2024).

– It is recommended that employees should be assigned tasks aligned with their educational background to ensure that tasks do not overstrain their capacity, tasks are distributed accordingly, and training, seminars, and symposiums are organized to enhance job satisfaction.