A survey of the perception of well-being among emergency physicians in Taiwan

Abstract

Objectives:The objective of this study is to investigate the feelings (well-being) of emergency physicians in Taiwan regarding their job and the relationship between these feelings and the work environment.Materials and Methods:A questionnaire was used to survey emergency physicians across Taiwan from January to June 2014. The questionnaire contents were categorized into five specific factors that could affect well-being, including “emergency quality, emergency safety, support environment, workload, and salary and benefits.” Well-being was rated directly on a scale of 1–10, with 10 indicating the highest level of happiness. Physician retention was also surveyed. The correlations among the five factors, well-being, and physician retention were analyzed. The five factors were quantified as a “happiness index” and compared between religious and nonreligious hospitals and medical centers and regional hospitals.Results:A total of 398 questionnaires were received, and the response rate was 39%. Of these, 42.7% of responders reported high ratings for well-being (scores of 7–10, 1 is the worse, and 10 is the best) and 40.3% felt neutral (scores of 5–6). Only 12.3% doctors did not think they would stay at the same position for the next 3 years. All five factors had moderately significant correlations with each other (γ = 0.195–0.534, P < 0.01). All five factors also significantly correlated with well-being. Emergency safety (γ = 0.121, P < 0.05), salary and benefits (γ = 0.143, P < 0.05), and well-being (γ = 0.189, P < 0.01) were correlated with physician retention. The happiness indices of emergency quality, support environment, and workload were significantly higher in regional hospitals than medical centers.Conclusions:All five indicators had impacts on well-being. The respondents reported heavy workloads, including high stress and even poorly met physiological needs. In addition, the threat of violence, salaries, and well-being correlated with physician retention. Hospital administrators can make efforts to improve the well-being of doctors and physician retention by adjusting environmental factors.

Associations between psychosocial work factors and provider mental well-being in emergency departments: A systematic review

“…Multi-centre designs varied in eight studies with 2 to 10 EDs [ 28 , 31 , 34 , 36 , 39 , 51 , 57 , 58 ], nine studies with 11 to 20 EDs [ 21 , 29 , 30 , 38 , 43 , 50 , 53 , 55 , 56 ], and three studies with 112 to 168 EDs [ 27 , 49 , 52 ]. Fifteen studies did not provide information on the number of surveyed EDs [ 22 – 26 , 32 , 33 , 40 , 42 , 44 – 48 , 54 ].…”

“…Concerning sampled ED professions, 18 studies explicitly focused on nurses [ 21 , 27 – 31 , 34 – 36 , 38 , 40 , 41 , 43 , 45 , 47 , 50 , 58 , 59 ], 12 on physicians [ 22 – 26 , 42 , 44 , 46 , 48 , 51 , 53 , 54 ], while three interrogated multi-professional samples [ 32 , 33 , 57 ]. Four studies further involved non-clinical ED professions including administrative and support staff [ 37 , 39 , 55 , 56 ].…”

“…Patient- or task-related factors, e.g., high job autonomy or job control and positive interactions with patients were associated with increased positive well-being [ 21 , 22 , 30 – 32 , 38 , 44 ]. In contrast, violence and harassment as well as work overload were detrimental to positive well-being [ 27 , 39 , 54 , 57 ]. Organizational factors, e.g., schedule flexibility, participation opportunities, staffing, leadership quality, and adequate salary were positively associated with positive well-being [ 14 , 22 , 23 , 38 , 43 , 44 , 48 , 49 , 54 ].…”

“…In contrast, violence and harassment as well as work overload were detrimental to positive well-being [ 27 , 39 , 54 , 57 ]. Organizational factors, e.g., schedule flexibility, participation opportunities, staffing, leadership quality, and adequate salary were positively associated with positive well-being [ 14 , 22 , 23 , 38 , 43 , 44 , 48 , 49 , 54 ]. Social support by colleagues or supervisors, and good teamwork also improved ED providers’ wellness [ 21 , 23 , 26 , 28 , 30 , 33 , 34 , 38 , 40 , 42 , 43 ].…”

“…Turnover intentions were most frequently analysed [ 21 , 24 , 30 , 38 , 43 , 52 , 54 , 55 ]. Other outcomes included patient commitment [ 46 , 47 ] and extra-role behaviour [ 46 ].…”