Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

Abstract

Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals. Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg's motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model. A survey was conducted among physicians (n = 249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman's rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples ttest was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov-Smirnov test. Results: The survey revealed that motivation factors related to "quality and style of supervision" have the highest effect on the organizational performance of hospitals (Spearman's rank correlation coefficient = 0.490; p < 0.001), whereas "performance feedback" has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Job demands and resources and their relationship with satisfaction and thriving at work in a sample of Chinese doctors: a cross-sectional study

“…59 Specifically, no matter what the doctors require-such as skills utilisation, support, autonomy, feedback, learning opportunities, career opportunities and other resources-hospital organisations meet their needs; this further evokes doctors' intrinsic motivation and in turn inspires greater passion and positive emotion towards hospital work. 60 According to the psychological contract theory, individuallevel cognitive structures determine how doctors think about their exchange relationship; this is regarded as the doctor's belief system regarding the obligation that exists between the doctors and the medical institutions that they work for. 61 As such, by the reciprocity norm, doctors who obtained highly valued resources (eg, pay raises and developmental training opportunities) from the hospital are likely to emerge with a greater sense of responsibility and vitality towards their work or duty; consequently, they may dedicate more effort and ability to achieve their work-related goals and individual growth.…”

State Incentives and Sustainable Motivation System in the Health Sector

“…That is to say, medical workers need a different kind of incentive [31,48,49]. In this regard, the work motivation in healthcare has higher significance than in other public service sectors [50]. Therefore, the following discussion will be based on comparisons of research results exclusively in the health sector, referring to the health systems of different countries.…”

“…The findings indicate that among various aspects of work, the main motivating factors that lead to job satisfaction in public hospitals are quality of work, social status, respect, recognition, and autonomy in work. Performance feedback from management is a motivating factor that permanently affects the attitude towards work, not only to increase satisfaction, but also to improve organizational performance [50]. In this regard, the conclusion of Greek researchers is that the level of satisfaction of health workers in terms of recognition and achievement can be improved, because most respondents claimed that they were moderate to very satisfied with the importance of their work, as well as the level of respect.…”

Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework

“…The physicians were randomly selected. Detailed selection of the study sample was described in a study by Chmielewska et al [ 42 ]. Only general (multispecialty) public hospitals were included in the survey.…”