Development and Initial Validation of a Nurse Manager Satisfaction Survey at the American University of Beirut Medical Center

Abstract

This study aimed to develop and initially validate a Nurse Manager Satisfaction Survey (NMSS) tailored to the organizational and cultural context of the American University of Beirut Medical Center (AUBMC). Nurse Managers play a critical role in healthcare systems, influencing staff engagement, retention, and patient outcomes; however, their job satisfaction remains underexplored, particularly within Middle Eastern healthcare settings.

Guided by Herzberg’s Two-Factor Theory and DeVellis’ Scale Development Framework, a methodological research design was employed, consisting of three phases: instrument development, content validation, and pilot testing. An initial pool of 25 items across seven domains was generated based on literature review and theoretical frameworks. A purposive panel of six experts using a 7-point Likert scale assessed content validity. The instrument demonstrated excellent content validity, with a Scale-Level Content Validity Index (S-CVI/Ave) of 0.92. Expert feedback informed item refinement, including rewording, removal of redundancies, and restructuring of domains.

The refined NMSS was pilot tested among seven nurse managers at AUBMC. Descriptive analysis indicated moderate to high levels of satisfaction across most domains, particularly in job enjoyment, inter-professional relationships, and leadership support. Lower satisfaction and greater variability were observed in salary and benefits. Qualitative findings highlighted key satisfaction drivers such as staff development and teamwork, alongside challenges including workload and financial constraints.

The NMSS demonstrated preliminary evidence of content validity and feasibility; however, further psychometric evaluation with a larger sample is required to establish reliability. This study provides a context-specific tool for assessing nurse manager satisfaction in Lebanon and similar healthcare settings, with implications for leadership development, retention strategies, and organizational improvement. Further large-scale validation is recommended