Characterizing the Mammography Technologist Workforce in North Carolina

Abstract

Background Mammography technologists’ level of training, years of experience, and feedback on technique may play an important role in the breast cancer screening process. However, very little information on the mammography technologist workforce exists. Methods In 2013, we conducted a mailed survey to 912 mammography technologists working in 224 Mammography Quality Standards Act accredited facilities in North Carolina. Using standard survey methodology we developed and implemented a questionnaire focused on the education and training, work experiences, and workplace interactions of mammography technologists. We aggregated responses using survey weights to account for non-response. We describe and compare lead (administrative responsibilities) and non-lead (supervised by another technologist) mammography technologist characteristics, testing for differences using t-tests and chi-square tests. Results A total of 433 mammography technologists responded (survey response rate=47.5%; 95% confidence interval:44.2%-50.7%), including 128 lead and 305 non-lead technologists. Most mammography technologists were non-Hispanic, white, females and the average age was 48 years. Approximately 93% of lead and non-lead technologists had mammography specific training but <4% had sonography certification and 3% had MRI certification. Lead technologists reported more years performing screening mammography (p-value=0.02) and film mammography (p-value=0.03), more administrative hours (p-value<0.0001), and more workplace autonomy (p-value=0.002) than non-lead technologists. Non-lead technologists were more likely to report performing diagnostic mammograms (p-value=0.0004) or other breast imaging (p-value=0.001), discuss image quality with a peer (p-value=0.013), and have frequent face-to-face interaction with radiologists (p-value=0.03). Conclusion Our findings offer insights into mammography technologists’ training and work experiences, highlighting variability in technologist characteristics between lead and non-lead technologists.

Interprofessional work in early detection of breast cancer: An integrative review

“…28,29,32,33 The time saved thanks to a reduced occurrence of mistakes and delays can be utilised to address the individual needs of patients. 22,40 This improves the mammography experience, which, according to studies, has a great impact on mammography attendance rates. 21,26 Limitations This review was blinded and framed by a pre-stated search strategy in order to control and avoid potential biases in this literature review.…”

“…The advanced radiography practitioner is identified as someone who has progressed professionally to a higher level than colleagues through role extension, and has the ability to direct and encourage service delivery within their specialist area. 44 Mammography is a specialist area and in several studies professional growth 21,23e26 and shared responsibility 22,37,38 were mentioned as contributing to deliver high quality service in the chain of early detection of breast cancer. The wording of these descriptions appears to indicate an advanced role for the radiographer.…”

“…It strengthens each profession, since in the interprofessional context the uniqueness of each profession becomes more visible. 21,22,26,37,38 Also, work motivation and satisfaction increase when participating in shared decision-making, learning from other health-care professionals, sharing experience, and witnessing the improved quality of care and diagnostics. 22,27,30,34,35 For health-care teams, the benefits of the interprofessional work model include more flexibility in performing tasks, occasional opportunities to replace other professionals for certain tasks, the possibility to give and receive timely feedback, fewer errors and misunderstandings, as well as lower patient recall rate.…”

“…21,22,26,37,38 Also, work motivation and satisfaction increase when participating in shared decision-making, learning from other health-care professionals, sharing experience, and witnessing the improved quality of care and diagnostics. 22,27,30,34,35 For health-care teams, the benefits of the interprofessional work model include more flexibility in performing tasks, occasional opportunities to replace other professionals for certain tasks, the possibility to give and receive timely feedback, fewer errors and misunderstandings, as well as lower patient recall rate. 21,32,37,38,40 However, in order to reach these benefits, all professionals involved must be motivated to work together, believe in the benefits of this model, receive support from the leaders, and have the necessary education and training.…”