Motivation, money and respect: A mixed-method study of Tanzanian non-physician clinicians

Chandler, Clare I R; Chonya, Semkini; Mtei, Frank; Reyburn, Hugh; Whitty, Christopher J M

doi:10.1016/j.socscimed.2009.03.007

Cited by 128 publications

(170 citation statements)

References 31 publications

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“…13 Healthcare personnel may be poorly supervised, unsupported and not acknowledged, and many work where leadership is weak or even absent. [77][78][79] Even though this cadre has been in existence in Africa for over 30 years, there is still no recognised career path for MLWs, and their level of expertise and qualifi cation is not routinely linked to pay levels. 42 These factors affect the motivation of health workers, which is linked to the quality of care they provide.…”

Section: Impact On Population Healthmentioning

confidence: 99%

Workforce Resources for Health in Developing Countries

Bangdiwala

Fonn

Okoye³

et al. 2010

Public Health Rev

116

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With increased globalization and interdependence among countries, sustained health worker migration and the complex threats of rapidly spreading infectious diseases, as well as changing lifestyles, a strong health workforce is essential. Building the human resources for health should not only include healthcare professionals like physicians and nurses, but must take into consideration community health workers, mid-level workers and strengthened primary healthcare systems to increase coverage and address the basic health needs of societies. This is especially true in low and middle-income countries where healthcare access is a critical challenge.There is a global crisis in the health workforce, expressed in acute shortages and maldistribution of health workers, geographically and professionally. This massive global shortage, though imprecise quantitatively, is estimated at more than 4 million workers. To respond to this crisis, policies and actions are needed to address the dynamics of the health labour market and the production and management of the health workforce, and to strengthen the performance of existing health systems. Schools of public health need to develop the range of capacity and leadership in addition to the traditional training of healthcare managers and researchers. Countries should fi rst identify their health problems in order to properly address their health worker needs, retention, recruitment and training, if they are to come close to reaching the Millennium Development Goals (MDGs) for health.

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Section: Impact On Population Healthmentioning

confidence: 99%

Workforce Resources for Health in Developing Countries

Bangdiwala

Fonn

Okoye³

et al. 2010

Public Health Rev

116

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show abstract

“…In a mixed-methods study involving interviews, observation, and a survey, Chandler et al (2009) also recognized a range of noneconomic variables playing important roles in the determination of motivational levels among nonphysician clinicians in two regions of Tanzania, but found that salary considered adequate, and commensurate with social status expectations, was a clear prerequisite for motivation, suggesting in contrast that a labor market framework may be of some use.…”

Section: Health Worker Motivationmentioning

confidence: 99%

Analyzing Markets for Health Workers: Insights from Labor and Health Economics

McPake¹,

Scott²,

Edoka³

2014

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“…Nedostatak kadra u zdravstvu, a posebno medicinskih sestara je simptom neadekvatne politike zapošljavanja i direktno je srazmjeran ekonomskim prilikama u cijelom svijetu (7). Kada su ljudi na poslu zadovoljni svojim statusom i kad jasno razumiju svoju ulogu i uloge drugih ljudi, raste moral zaposlenih (8,9). Medicinske sestre su nezamjenljiva karika u zdravstvenoj zaštiti, spoj iskustva, znanja i organizaci-onih sposobnosti iako je nažalost, predan i savjestan rad medicinskih sestara u našem društvu marginalizovan.…”

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Motivational factors that can improve the efficiency and quality of health care / Motivacioni faktori koji mogu poboljšati efi kasnost i kvalitet zdravstvene njege

Kaurin

2015

SZNJ

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SAŽETAKMotivacija je uticaj koji pokreće, usmjerava i održava željeno ponašanje ljudi. Na motivisanost pojedinca utiču njegove lične karakteristike kao što su potrebe, stavovi, interesi, karateristike posla i karakteristike organizacije u kojoj radi. Unutrašnji faktori motivacije će u situaciji kad je odluka da se ulazi u sestrinstvo donesena mnogo ranije (djetinjstvo) biti dovoljni da se ostane u profesiji čak i kad su prisutni jaki spoljašnji faktori koji smanjuju motivaciju. Smanjen broj medicinskih sestara uz povećan obim posla predstavlja najveću potencijalnu prijetnju urušavanja zdravstvene njege. U Domu zdravlja Šamac ispitivali smo faktore koji motivišu medicinske sestre za kvalitetan rad i ukazati na potrebu da se rukovodioci u zdravstvu bave rješavanjem složenih pitanja motivacije zaposlenih. Glavni faktor motivacije je materijalna nadoknada. Ovo je očekivano za siromašne zemlje kao što je naša, a razlozi su u nagomilanim socio-ekonomskim teškoćama u državi i činjenici da su primanja zdravstvenih radnika nepromijenjena godinama ili čak smanjena. Medicinskim sestrama/ tehničarima uz kvalitetne stručne saradnike i savremenu opremu neophodno je adekvatno vrednovanje sredine. Zanemarivanje ovih faktora uz permanentni nedostatak zaposlenih i povećavanje svakodnevnog obima posla čini da se među zdravstvenim radnicima sve više javlja nezadovoljstvo i razočaranost. Rukovodioci u zdravstvenim institucijama treba da su zainteresovani da motivišu ljude da bi osigurali da oni postignu svoj maksimalni potencijal, da poznaju potrebe zaposlenih i ohrabre ih kroz obezbjeđivanje raznih podsticaja koji mogu biti materijalni, ekonomski i psihološki. KLJUČNE REČI UVODMotivacija je uticaj koji pokreće, usmjerava i održa-va željeno ponašanje ljudi. Na motivisanost pojedinca utiču njegove lične karakteristike kao što su potrebe, stavovi, interesi, karateristike posla i karakteristike organizacije u kojoj radi (1,2). Ljudski faktor je najvažniji i najviše kritičan od svih organizacionih resursa. Motivacija da se izabere sestrinstvo kao profesija vodjena je i unutrašnjim i spoljašnjim faktorima. Tri najčešća unutrašnja faktora su: želja da se pomogne i brine o drugima, interesantan i izazovan posao i lična iskustva (primjer sopstvenog liječenja ili nekog bliskog, postojanje nekog u porodici koje bio med. sestra, ...). Unutrašnji faktori motivacije će u situaciji kad je odluka da se ulazi u sestrinstvo donesena mnogo ranije (djetinjstvo) biti dovoljni da se ostane u profesiji čak i kad su prisutni jaki spoljašnji faktori koji smanjuju motivaciju. Da bi se zadržali unutrašnji faktori motivacije kod medicinskih sestara potrebno je da zdravstvena organizacija vrednuje, podstakne i omogući njihovo učenje (3). U sistemima gdje su medicinske sestre konstantno previše zauzete zbog malog broja osoblja, mogućnost organizacije da održi individualne faktore unutrašnje motivacije može biti dovedena u pitanje. Smanjen broj medicinskih sestara uz povećan obim posla predstavlja najveću potencijalnu prijetnju urušavanja zdravstvene njege (4,5...

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Motivation, money and respect: A mixed-method study of Tanzanian non-physician clinicians

Abstract: Poor quality of care is a major concern in low-income countries, and is in part attributed to low motivation of healthcare workers. Non-physician clinicians (mid-level cadre healthworkers) are

Cited by 128 publications

References 31 publications

Workforce Resources for Health in Developing Countries

Workforce Resources for Health in Developing Countries

Analyzing Markets for Health Workers: Insights from Labor and Health Economics

Motivational factors that can improve the efficiency and quality of health care / Motivacioni faktori koji mogu poboljšati efi kasnost i kvalitet zdravstvene njege

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