The purpose of this paper is to develop and investigate a new theoretical model explaining variance in job performance and uncertainty among nurses and physicians. The study adopted a cross-sectional survey. Data was collected from 2946 nurses and 556 physicians employed at four public hospitals in Norway. We analysed data using descriptive statistics, correlations, Cronbach's alpha, confirmatory factor analyses and structural equation modelling. To explain job performance and uncertainty, two sets of explanatory variables were used: first, satisfactions of three psychological needs-namely autonomy, social support and competence development-and second, employee perceptions of hospital management quality (HMQ) and local leadership quality (LLQ). The results supported the theoretical model among nurses and physicians; (1) HMQ was positively associated with LLQ; (2) LLQ was positively associated with psychological needs; (3) the majority of psychological needs were positively associated with job performance and negatively associated with uncertainty, but more of these relations were significant among nurses than physicians. The results suggest that job performance and uncertainty among nurses and physicians can be improved by helping personnel meet their psychological needs. Improving job design and staff involvement will be important to strengthen need satisfaction. Results suggest enhancement of HMQ and LLQ will be positively related to need satisfaction among nurses and physicians and will strengthen job performance and reduce uncertainty.
Keywords: healthcare services; job performance; job resources; leadership; management; psychological needs; uncertainty.