背 景：「工作滿意度」是工作者對工作性質、環境、組織所呈現的情感性的認知感受與表達。當前醫院面臨護理 長不斷流失或轉任，因此探討護理長的滿意度是有意義的。 目 的：探討護理長的工作滿意度。 方 法：本研究設計採橫斷描述性方法。以中部四縣市(台中縣、台中市、彰化縣、彰化市、雲林縣、南投縣)之26 家地區級以上(含)教學醫院，以隨機方式抽取出8家醫院做為研究對象(共取樣141位)。研究工具採中文版 之工作滿意量表(Mueller-McCloskey Satisfaction Scale)，項目包括：互動、專業參與、工作酬勞、環境掌握、 排班、整體滿意共32題，對中部地區之教學醫院護理長進行施測。 結 果：滿意度最高者為「互動」(3.59 ± 0.46)，其次為「排班」(3.53 ± 0.62)、「工作環境的掌握」(3.52 ± 0.55)； 滿意度最低者為「工作酬勞」(2.94 ± 0.62)，其次為「專業的參與」(3.25 ± 0.51)；護理長工作滿意度醫學 中心優於地區醫院，公家醫院優於財團法人及私人醫院。 結論/實務應用：於提升「工作酬勞」須考慮小規模醫院受經費之限制下，可思考加強組織營造以提升組織內部之 向心力。「專業的參與」(寫作／研究／參與決策／責任分量等)層面，應考量護理長之行政／研究／寫作 之工作量，適時輔導護理長研究及書寫能力。護理長對可以「自控」的項目(互動／排班)滿意度偏高，但 對「他控」的行政事務項目(工作酬勞／專業的參與)則得分偏低。若能將許多事務提供「討論平台」將「他 控」轉為「自控」，或許對工作滿意度將有所助益。

Background: Job satisfaction reflects the emotional perceptions and expressed opinions of workers regarding the nature of their work, work environment, and employer organization. The currently high rate of turnover among head nurses at hospitals in Taiwan makes it meaningful to study the current state of head nurse job satisfaction. Purpose: This study examines the job satisfaction of head nurses in Taiwan. Methods: This cross‐sectional, descriptive study included data from 141 head nurse participants from 26 teaching hospitals in four counties (Taichung, Changhua, Yunlin, and Nantou) in Central Taiwan. The Mueller‐ McCloskey Satisfaction Scale (MMSS) was used as the research tool to address the six dimensions of interaction, professional engagement, compensation, control over environment, scheduling, and overall satisfaction. Results: The research findings showed that Interaction (3.59 ± 0.46) had the highest satisfaction score, followed by scheduling (3.53 ± 0.62) and control over environment (3.52 ± 0.55). Compensation (2.94 ± 0.62) garnered the lowest satisfaction score, followed by professional engagement (3.25 ± 0.51). The satisfaction of participants who worked at medical centers was higher than of those working at local hospitals. Additionally, the satisfaction of participants who worked at public hospitals was higher than of those working at institutional or private hospitals. Conclusions / Implications for Practice: The findings support the importance of increasing head‐nurse compensation in local (smaller) hospitals. However, existing budget constraints are likely to make this difficult in many cases. Thus, an alternative is for hospitals to use team‐building efforts to strengthen intra‐organizational rapport. To improve the Professional Engagement dimension, the administrative/research/authorship workload of head nurses should be monitored and assistance may be provided to improve research and writing skills as necessary. The satisfaction of head nurses on items that could be self‐controlled (e.g., interaction/scheduling) tended to be high, while items that were under external control (e.g., compensation/professional engagement) tended to be low. Therefore, hospital‐based discussion platform may be developed to foster open discussion and consideration of externally controlled issues in order to enhance head‐nurse participation and increase job satisfaction.