Abstract:Relationships between work stressors and work climate, and job morale and functioning were examined. Initial and 8-month follow-up data were obtained from 405 staff in 14 long-term care facilities. Relationship and workload stressors were related to less job satisfaction and intent to stay in the job, and more job-related distress, depression, and physical symptoms. Patient care task stressors were associated with better outcomes. More positive work climates were linked to higher job morale. Initial work stres… Show more
“…This section thematically describes the drivers of long-term stay of health workers based on the framework adapted from Schaefer and Moos [22], clearly highlighting factors which may influence health workers to get embedded within their work environment or deter them from departing. The implications of the findings for policy and practice are later discussed.…”
Section: Resultsmentioning
confidence: 99%
“…In-country migration of health workers from rural to urban areas, leaves rural areas grappling with both low staffing levels and under qualified staff [6]. Figure 1.Health worker retention framework adapted from Schaefer and Moos [22].
…”
Section: Introductionmentioning
confidence: 99%
“…The study adapted a conceptual model of Organizational and Personal Factors and Outcomes, by Schaefer and Moos [22] to explore the drivers of long term retention among health workers in rural Uganda (see Figure 1). According to this model, the organizational system comprised of: physical features, structures, policies, work climate, supra-personal factors, and coping influence retention.…”
Background: Health worker retention in rural and underserved areas remains a persisting problem in many low and middle income countries, and this directly affects the quality of health services offered.
Objective: This paper explores the drivers of long-term retention and describes health worker coping mechanisms in rural Uganda.
Methods: A descriptive qualitative study explored the factors that motivated health workers to stay, in three rural districts of Uganda: Kamuli, Pallisa, and Kibuku. In-depth interviews conducted among health workers who have been retained for at least 10 years explored factors motivating the health workers to stay within the district, opportunities, and the benefits of staying.
Results: Twenty-one health workers participated. Ten of them male and 11 female with the age range of 33–51 years. The mean duration of stay among the participants was 13, 15, and 26 years for Kamuli, Kibuku, and Pallisa respectively. Long-term retention was related to personal factors, such as having family ties, community ties, and opportunities to invest. The decentralization policy and pension benefits also kept workers in place. Opportunities for promotion or leadership motivated long stay only if they came with financial benefits. Workload reportedly increased over the years, but staffing and emoluments had not increased. Multiple job, family support, and community support helped health workers cope with the costs of living, and holding a secure pensionable government job was valued more highly than seeking uncertain job opportunities elsewhere.
Conclusion: The interplay between the costs of leaving and the benefit of staying is demonstrated. Family proximity, community ties, job security, and pension enhance staying, while higher costs of living and an unpredictable employment market make leaving risky. Health workers should be able to access investment opportunities in order to cope with inadequate remuneration. Promotions and leadership opportunities only motivate if accompanied by financial benefits.
“…This section thematically describes the drivers of long-term stay of health workers based on the framework adapted from Schaefer and Moos [22], clearly highlighting factors which may influence health workers to get embedded within their work environment or deter them from departing. The implications of the findings for policy and practice are later discussed.…”
Section: Resultsmentioning
confidence: 99%
“…In-country migration of health workers from rural to urban areas, leaves rural areas grappling with both low staffing levels and under qualified staff [6]. Figure 1.Health worker retention framework adapted from Schaefer and Moos [22].
…”
Section: Introductionmentioning
confidence: 99%
“…The study adapted a conceptual model of Organizational and Personal Factors and Outcomes, by Schaefer and Moos [22] to explore the drivers of long term retention among health workers in rural Uganda (see Figure 1). According to this model, the organizational system comprised of: physical features, structures, policies, work climate, supra-personal factors, and coping influence retention.…”
Background: Health worker retention in rural and underserved areas remains a persisting problem in many low and middle income countries, and this directly affects the quality of health services offered.
Objective: This paper explores the drivers of long-term retention and describes health worker coping mechanisms in rural Uganda.
Methods: A descriptive qualitative study explored the factors that motivated health workers to stay, in three rural districts of Uganda: Kamuli, Pallisa, and Kibuku. In-depth interviews conducted among health workers who have been retained for at least 10 years explored factors motivating the health workers to stay within the district, opportunities, and the benefits of staying.
Results: Twenty-one health workers participated. Ten of them male and 11 female with the age range of 33–51 years. The mean duration of stay among the participants was 13, 15, and 26 years for Kamuli, Kibuku, and Pallisa respectively. Long-term retention was related to personal factors, such as having family ties, community ties, and opportunities to invest. The decentralization policy and pension benefits also kept workers in place. Opportunities for promotion or leadership motivated long stay only if they came with financial benefits. Workload reportedly increased over the years, but staffing and emoluments had not increased. Multiple job, family support, and community support helped health workers cope with the costs of living, and holding a secure pensionable government job was valued more highly than seeking uncertain job opportunities elsewhere.
Conclusion: The interplay between the costs of leaving and the benefit of staying is demonstrated. Family proximity, community ties, job security, and pension enhance staying, while higher costs of living and an unpredictable employment market make leaving risky. Health workers should be able to access investment opportunities in order to cope with inadequate remuneration. Promotions and leadership opportunities only motivate if accompanied by financial benefits.
In 2009 there were 3.28 million non-fatal occupational injuries and illnesses (Bureau of Labor Statistics, 2010). Of these injuries and illnesses, 965,000 resulted in lost days from work. In addition there were 4,340 workplace fatalities. Given the number of occupational injuries, illnesses, and fatalities, and the associated direct and indirect costs, organizations have sought to improve safety at work. Safety climate and safety motivation are two variables hypothesized to affect safety behaviors and safety outcomes. Safety climate refers to the shared perceptions of workgroup members, of the organizations' commitment to safety as evidenced by heir immediate supervisors' pattern of implementing safety policies and procedures (Zohar, 2003). Therefore, the workgroup supervisor plays an major role in the development of safety climate. Social exchange theory and previous studies of leadership styles and safety suggest that supervisors who convey concern for subordinates' well-being increase workers' motivation to reciprocate by increasing their safe behaviors at work. However, no
“…Nesse sentido, para Schaefer (1996) e Bolzan (2012, considerando-se a complexidade das relações no contexto profissional, os indivíduos são expostos a fatores estressores e específicos do trabalho, que influenciam diretamente no seu comportamento. Essa situação pode fazer emergir um clima negativo dentro do ambiente de trabalho, uma dificuldade para identificar as expectativas dos indivíduos e nebulosidade ou falta de clareza das tarefas a serem executadas.…”
Este artigo trata-se de uma pesquisa qualitativa do tipo exploratória, que tem como objetivo analisar o comportamento resiliente de multiprofissionais da saúde diante de adversidades da atividade profissional. Foram realizadas oito entrevistas em profundidade e estas foram estudadas pela técnica de análise de conteúdo. Emergiram quatro categorias de análise, definidas não a priori: aliança ou apoio externo, identidade profissional, estresse ocupacional e comportamento resiliente. Os resultados mostram a existência de estresse em relação ao gerenciamento das atividades. O estímulo para a permanência no programa é a crença em sua proposta pedagógica, e o apoio externo, representa um suporte para a atuação profissional.Palavras-chave: Multiprofissionais da saúde; Comportamento resiliente
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