Dataset Information

[Public Service Motivation of the professionals of the primary care centers: What is more important the environment or the perceived supervisor support?]

ABSTRACT:

Objective

Explain the Public Service Motivation of health professionals based on (a) the social environment of their workplace and (b) the perceived supervisor support.

Design

Observational, cross-sectional, quantitative, retrospective, and uncontrolled study.

Setting

Forty primary care centers belonging to the Gran Canaria health area, primary care.

Participants

Six hundred and five health professionals from primary care centers. 46% doctors and 54% nurses. Non-probability convenience sampling with a response rate of 53.3%.

Main measurements

The dependent variable is the Public Service Motivation of health professionals. The independent variables are the social environment of the primary care centers and the perceived supervisor support. Data were analyzed using multilevel linear regression and multiple linear regression.

Results

The following variables of the environment of the healthcare centers: income of the population, percentage of people older than 65 years, and the amount of population assigned to the centers, do not influence the Public Service Motivation of health professionals. On the contrary, the support they receive from their superiors does have a significant impact on both the compassion factor (β: 0.38; CI: 0.21-0.32) and the commitment to the public interest (β: 0.37; CI: 0.20-0.31).

Conclusions

The perceived supervisor support has a significant influence on the Public Service Motivation of health professionals. However, the social environment does not affect this type of motivation.

SUBMITTER: Del Estal-Garcia MC

PROVIDER: S-EPMC7960547 | biostudies-literature | 2021 Apr

REPOSITORIES: biostudies-literature

ACCESS DATA

Publications

[Public Service Motivation of the professionals of the primary care centers: What is more important the environment or the perceived supervisor support?]

Del Estal-García María Carla MC Melián-González Santiago S

Atencion primaria 20210310 4

<h4>Objective</h4>Explain the Public Service Motivation of health professionals based on (a) the social environment of their workplace and (b) the perceived supervisor support.<h4>Design</h4>Observational, cross-sectional, quantitative, retrospective, and uncontrolled study.<h4>Setting</h4>Forty primary care centers belonging to the Gran Canaria health area, primary care.<h4>Participants</h4>Six hundred and five health professionals from primary care centers. 46% doctors and 54% nurses. Non-prob ...[more]

PMID: 33711773

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Project description:BackgroundKenya grapples with a paradox; severe public sector workforce shortages co-exist with rising unemployment among healthcare professionals. Medical schools have increased trainee outputs, but only 45% of newly qualified/registered doctors were absorbed by the public sector during 2015-2018. In such a context, we explore what influences doctors' career choices at labour market entry, specifically understanding the role of public service motivation (PSM).MethodsWe conducted a cross-sectional and prospective study of interns and recently graduated doctors to examine PSM, their intention to work in the public sector and their final employment sector and status. We surveyed them on their PSM and job intentions and conducted a prospective follow-up survey of the interns, around one year later, to understand their employment status.FindingsWe recruited 356 baseline participants and followed up 76 out of 129 eligible interns. The overall PSM score was high among all participants (rated 4.50/5.00) irrespective of sector preferences. 48% (171/356) of the participants preferred to work in the public sector immediately after internship, alongside 16% (57/356) preferring direct entry into specialist training-commonly in the public sector. Only 13% (46/356) and 7% (25/365) preferred to work in the private or faith-based sector. Despite the high proportion of interns preferring public sector jobs, only 17% (13/76) were employed in the public sector at follow-up and 13% (10/76) were unemployed, due to lack of job availability.ConclusionHigh PSM scores irrespective of sector preferences suggest that doctors are generally committed to serving the 'public good'. Many intended to work in the public sector but were unable to due to lack of job opportunities. Policymakers have an opportunity to tackle workforce gaps in the public sector as young doctors continue to express a preference for such work. To do this they should prioritise creating adequate and sustainable job opportunities.

Project description:ObjectivesWe aimed at exploring the underlying mechanisms and contextual conditions by which leadership may influence 'public service motivation' of health providers in Moroccan hospitals.DesignWe used the realist evaluation (RE) approach in the following steps: eliciting the initial programme theory, designing the study, carrying out the data collection, doing the data analysis and synthesis. In practice, we adopted a multiple embedded case study design.SettingsWe used purposive sampling to select hospitals representing extreme cases displaying contrasting leadership practices and organisational performance scores using data from the Ministry of Health quality assurance programmes from 2011 to 2016.ParticipantsWe carried out, on average, 17 individual in-depth interviews in 4 hospitals as well as 7 focus group discussions and 8 group discussions with different cadres (administrators, nurses and doctors). We collected relevant documents (eg, performance audit, human resource availability) and carried out observations.ResultsComparing the Intervention-Context-Actor-Mechanism-Outcome configurations across the hospitals allowed us to confirm and refine our following programme theory: "Complex leaders, applying an appropriate mix of transactional, transformational and distributed leadership styles that fit organisational and individuals characteristics [I] can increase public service motivation, organisational commitment and extra role behaviours [O] by increasing perceived supervisor support and perceived organizational support and satisfying staff basic psychological needs [M], if the organisational culture is conducive and in the absence of perceived organisational politics [C]".ConclusionsIn hospitals, the archetype of complex professional bureaucracies, leaders need to be able to balance between different leadership styles according to the staff's profile, the nature of tasks and the organisational culture if they want to enhance public service motivation, intrinsic motivation and organisational commitment.

Dataset Information

[Public Service Motivation of the professionals of the primary care centers: What is more important the environment or the perceived supervisor support?]

Objective

Design

Setting

Participants

Main measurements

Results

Conclusions

Publications

[Public Service Motivation of the professionals of the primary care centers: What is more important the environment or the perceived supervisor support?]

Similar Datasets

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