团队氛围、工作满意度、职业倦怠和实践绩效:一项针对英国全科医生的全国性调查结果。

IF 2.6 Q2 MEDICINE, GENERAL & INTERNAL
Peter Williams, Heather Gage, Bridget Jones, Carole Aspden, Jessica Smylie, Thomas Bird, Morro M L Touray, Phelim Brady, John Campbell, Rupa Chilvers, Catherine Marchand, Stephen Peckham, Suzanne H Richards, Karen Spilsbury, Mark Joy, Simon de Lusignan
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引用次数: 0

摘要

背景:需要采取措施来解决招聘和保留问题在英国的全科实践。良好的团队氛围,团队工作的相关过程,可以减轻工作环境的压力,但人们对此知之甚少。目的:探索与一般实践中更有利的团队氛围相关的因素,并调查团队氛围与员工成果和实践绩效之间的关系。方法:英国所有6475名全科医生均有资格参加在线横断面调查。邀请临床和非临床工作人员参加。数据收集使用14项版本的团队气候量表;对10个项目进行了分析,因为试点表明许多参与者不能回答关于实践目标的4个项目。次要结果包括单项测量的工作满意度、继续工作的意愿和倦怠。实践绩效指标包括:在质量和结果绩效付费系统(临床有效性)中的成就和来自全国全科患者调查的患者体验评级。主要按角色分析了工作人员的成果。超过50%的员工参与的实践被纳入实践水平成果的建模。结果:来自809个诊所的9835名员工参与了调查。大多数人在实践中表现出良好的团队氛围(平均3.77,在1-5最好的范围内,标准差0.84);61.3%的受访者表示对工作基本满意或非常满意;26.1%符合高倦怠标准。与其他临床和非临床员工相比,全科医生认为团队氛围更好,离职的可能性更小,但工作满意度较低,职业倦怠程度较高。在实践层面的建模中,团队氛围随着实践规模的减小而改善。员工成果(工作满意度、留在岗位上的可能性、更少的倦怠感)与更好的实践团队氛围相关,患者体验评级也是如此。更高的全科医生与患者的比率与更高的工作满意度、更少的倦怠和更有利的患者体验评级相关。结论:改善团队氛围的政策可以改善员工的工作成果,并有助于缓解英格兰一般实践中的劳动力危机。培养良好的团队氛围的指导是实践所需要的。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Team climate, job satisfaction, burnout and practice performance: results of a national survey of staff in general practices in England.

Background: Measures are needed to address recruitment and retention problems in general practice in England. A good team climate, the relational processes of team working, can mitigate pressured work environments, but little is known about it.

Objectives: To explore factors associated with more favourable team climates in general practices and investigate associations between team climate and outcomes for staff and practice performance.

Methods: All 6475 general practices in England were eligible to take part in an online cross-sectional survey. Clinical and non-clinical staff in practices were invited to participate. Data were gathered using the 14 item version of the Team Climate Inventory; analysis was conducted on 10 items because piloting indicated many participants could not answer four items about practice objectives. Secondary outcomes included single item measures of job satisfaction, intention to remain working in the practice and burnout. Practice performance measures were: attainment in the Quality and Outcomes pay-for-performance system (for clinical effectiveness) and patient experience ratings from the national General Practice Patient Survey. Staff outcomes were analysed, principally by role. Practices in which over 50% of staff participated were included in modelling of practice level outcomes.

Results: A total of 9835 individual members of staff from 809 practices participated. Most indicated a favourable team climate in their practice, (mean 3.77, on scale 1-5 best, SD 0.84); 61.3% stated they were mostly or extremely satisfied in their jobs; 26.1% met the criteria for high burnout. General Practitioners, compared to other clinical and non-clinical staff, perceived team climate to be better, and reported less likelihood of leaving, yet lower job satisfaction and higher burnout. In practice-level modelling, team climate improved as practice size decreased. Staff outcomes (job satisfaction, likelihood of remaining in post, less burnout) were associated with a better practice team climate, as were patient experience ratings. Higher GP to patient ratios were associated with improved job satisfaction, less burnout and more favourable patient experience ratings.

Conclusions: Policies focussed on improving team climate could improve staff outcomes and contribute to mitigating the workforce crisis in general practice in England. Guidance on fostering good team climates is needed for practices.

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