Are intrinsic motivational factors of work associated with functional incapacity similarly regardless of the country?

Job satisfaction among physiotherapists in Saudi Arabia: does the leadership style matter?

Background

Research has shown high rates of stress and dissatisfaction among allied health professionals, including physiotherapists, having an adverse impact on workforce retention rates. This study aimed to examine the job satisfaction and influential factors among physiotherapists working in private and government hospitals of Saudi Arabia with a focus on leadership style.

Methods

This was a cross-sectional observational study conducted among sixty-nine licensed physical therapists working in various health care settings in Riyadh. The Job Satisfaction Survey questionnaire was used to measure job satisfaction, and the Multifactor Leadership Questionnaire was used to measure perceptions of leadership style. Other data including demographic and work-related information were collected. Chi-square and Pearson’s correlation analysis were used to establish correlation among the variables.

Results

The respondents from government and private hospitals showed non-significant differences (p > 0.05) among them on job satisfaction score, which was considered “ambivalent”. Some of the respondents “slightly disagreed” in terms of pay, promotion, fringe benefits, contingent reward, operating conditions, and communication; however, rest of them “slightly agreed” for immediate supervision, co-workers, and the nature of work. Job satisfaction correlated significantly with female gender (p < 0.05) and musculoskeletal subspecialty of physiotherapy (p < 0.05) however, correlated non-significantly with leadership style (p > 0.05).

Conclusions

All the physiotherapists, whether working in government or private hospitals, were neither fully satisfied nor fully dissatisfied with their jobs. Female physiotherapists from musculoskeletal subspecialty of physiotherapy were more satisfied than male physiotherapists from other subspecialty of physiotherapy. Of course, leadership style does matter in the job satisfaction among physiotherapists in the kingdom of Saudi Arabia.

Healthcare performance turned into decision support

PURPOSE

The purpose of this study is to first create an overview of relevant factors directly influencing employee absence in the healthcare sector. The overview is used to further investigate the factors identified using employee satisfaction survey scores exclusively. The result of the overall objective is a management framework that allows managers to gain insight into the current status of risk factors with high influence on employee absence levels.

DESIGN/METHODOLOGY/APPROACH

The research consists of a quantitative literature study supported by formal and semi-formal interviews conducted at the case organisations. Employee satisfaction surveys were applied to analyse the development over time of selected factors correlated with concurrent employee absence rates. Checking for causal results, comparisons with the included published literature findings were also carried out.

FINDINGS

Four major clustered factors, three of which constitute the term "social capital", showed a high degree of connection with employee absence rates. The factors are general satisfaction, fairness, reliance and co-operation. Integrating the four elements in a management framework will provide valuable and holistic information about the determinants with regard to current levels of employee absence. The framework will be a valuable support for leaders with the authority to alter the determinants of employee absence.

RESEARCH LIMITATIONS/IMPLICATIONS

Since a great part of the empirical material is supplied from the healthcare sector, the results obtained could be restricted to this sector. Inclusion of data from Arbejdsmarkedets Tillaegspension (ATP) showed no deviation from the results in the healthcare sector.

PRACTICAL IMPLICATIONS

The product of the study is a decision support tool for leaders to cope with levels of employee absence. The framework is holistic and can prove to be a valuable tool to take a bearing of where to focus future initiatives.

ORIGINALITY/VALUE

Gathering former observational studies in a complete overview embracing many relevant factors that influence sickness absence has not yet been attempted. Hospital management is provided with valuable information when given insight into the factors that control employee absence behaviour. Having this insight will enable the managers to promote a healthy working environment, thus lowering employee absence rates to a minimum.

The Basic Psychological Needs at Work Scale: Measurement Invariance between Canada and France

The purpose of this study is to develop and validate the Basic Psychological Needs at Work Scale (BPNWS) in French, but items are also provided in English in the article. The BPNWS is a work-related self-report instrument designed to measure the degree to which the needs for autonomy, competence, and relatedness, as identified by Self-Determination Theory (Deci & Ryan, 2000), are satisfied at work. Using exploratory and confirmatory factor analysis, the first study examines the structure of the BPNWS in a group of 271 workers. The second study tests the measurement invariance of the scale in a group of 851 teachers from two different cultures, Canada and France. Results support the three-factor structure and show adequate internal consistency, as well as nomological validity across samples.

Psychosocial work environment and hospital admissions due to mental disorders: a 15-year prospective study of industrial employees

BACKGROUND

Low levels of job control and social support may increase the risk of mental disorders, particularly depression, but the evidence is mostly based on self-reports. We examined whether components of job control and work-related social support predict medically-certified mental disorders.

METHODS

13868 forest company employees with no previous hospital admissions for mental disorders responded to questionnaires on decision authority, skill discretion, co-worker and supervisor support. They were followed-up for hospital admissions due to mental disorders (ICD-9 codes 290 to 319), using national hospital discharge records (577 hospitalized, mean follow-up 15.1 years).

RESULTS

In analyses adjusted for confounders, high skill discretion was associated with a reduced risk of hospital admission for mental disorders (HR 0.74, 95% CI 0.58-0.95). High decision authority was associated with an elevated risk (HR 1.48, 95% CI 1.17-1.87). Diagnosis-specific analyses showed high skill discretion to associate with a reduced risk of both depressive and non-depressive non-alcohol-related mental disorders. High decision authority was a risk factor for alcohol-related and depressive disorders. Good co-worker support was associated with a reduced risk of non-depressive non-alcohol-related mental disorders. Supervisor support was not associated with any mental disorders.

LIMITATIONS

We used a single time point estimate in an industrial sample comprising largely of men.

CONCLUSIONS

Contrary to previous research on job control, high decision authority increased the risk of depressive and alcohol-related disorders, which suggest a need to reconsider the strategies for prevention and clinical practise in regard to psychosocial work environment and mental health.

Lack of predictability at work and risk of acute myocardial infarction: an 18-year prospective study of industrial employees

OBJECTIVES

We examined whether the distinctive components of job control-decision authority, skill discretion, and predictability-were related to subsequent acute myocardial infarction (MI) events in a large population of initially heart disease-free industrial employees.

METHODS

We prospectively examined the relation between the components of job control and acute MI among private-sector industrial employees. During an 18-year follow-up, 56 fatal and 316 nonfatal events of acute MI were documented among 7663 employees with no recorded history of cardiovascular disease at baseline (i.e., 1986).

RESULTS

After adjustment for demographics, psychological distress, prevalent medical conditions, lifestyle risk factors, and socioeconomic characteristics, low decision autonomy (P < .53) and skill discretion (P < .10) were not significantly related to subsequent acute MI. By contrast, low predictability at work was associated with elevated risk of acute MI (P = .02). This association was driven by the strong effect of predictability on acute MI among employees aged 45 to 54 years.

CONCLUSIONS

Prospective evidence suggests that low predictability at work is an important component of job control, increasing long-term risk of acute MI among middle-aged employees.