10.5937/sjas11-6957 = Differences in motivation of health care professionals in public and private health care centers

Babić, Lepa; Kordić, Boris; Babić, Jovana

doi:10.5937/sjas11-6957

Cited by 8 publications

(18 citation statements)

References 24 publications

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“…Therefore, it is expected that patients will receive not only satisfaction from the services they receive but also from the relationships they develop with doctors, nurses and the administrative staff of the health units. The effect of health workers' motivation on the quality of health care provided to patients is also confirmed by Alhassan et al (2013) and Babic et al (2014). In particular, Alhassan et al (2013), through their research, showed that health workers who are not motivated by the administrations of the health units in which they are employed are very likely to provide unsafe health services.…”

Section: Encouraging Healthcare Workersmentioning

confidence: 88%

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Job satisfaction behind motivation: An empirical study in public health workers

Kitsios

Kamariotou

2021

Heliyon

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The health sector is characterized as labor-intensive, which means that the effectiveness of an organization that operates within its context is inextricably linked to the level of employee performance. Therefore, an essential condition, in order to achieve higher standards, in terms of the effectiveness of the health units, as well as set the foundations of a solid health system, is to take maximum advantage of the full potential of human resources. This goal can only be accomplished by providing the appropriate incentives, which will naturally cause the adoption of the desired attitude and behavior. In the case of Greece, there is not enough research relative to the needs of health workers and, consequently, the incentives that can motivate them. This article aims to investigate the dynamics that may be behind health workers at a public hospital in Northern Greece. Data were collected from 74 employees in the hospital and were analyzed using ANOVA analysis. The results show that key motivators for the employees can be considered the relationships with their colleagues and the level of achievement, while the level of rewards and job characteristics play a secondary role. These results make it clear that, in order for the hospital's management to be able to improve the level of employee performance, it should ensure the establishment of a strong climate among employees, and also acknowledge the efforts made by them.

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Section: Encouraging Healthcare Workersmentioning

confidence: 88%

“…Identifying the factors that motivate healthcare workers has also been a significant subject of research by Babic et al (2014). They tried to identify whether there are differences between the incentives that motivate employees in the private health sector and those in the public health sector.…”

Section: Encouraging Healthcare Workersmentioning

confidence: 99%

Job satisfaction behind motivation: An empirical study in public health workers

Kitsios

Kamariotou

2021

Heliyon

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“…The most important motivational factor among health care workers was contribution to population health and patient satisfaction. Successful interventions toward patients, acquiring new knowledge and making advancements are the most important issues affecting job satisfaction of health care professionals (Babic, Kordic & Babic, 2014). In the research conducted in Australia during 2000, lack of motivation was recorded among all participants, without any difference as to age, life stages, or between younger and older participants (Steven, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…There have been few studies on motivation and satisfaction of health care professionals conducted in Serbia, in Primary Health care centres and hospitals (Djordjevic, Petrovic, Vukovic, Mihailovic & Dimic, 2015;Stoiljković, 2012). Researchers also examined the differences in motivation between health care workers in private and public sectors (Babic, Kordic & Babic, 2014). These studies examined motivational theories, but not motivational factors, leadership and motivation.…”

Section: Introductionmentioning

confidence: 99%

Leadership and motivation among employees in health-care facilities in Serbia

M¹,

Obradović

Terzić-Šupić

et al. 2018

Manage: J. Sustainable Bus. Manage, Solutions Emerging Econ.

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Reserarch question: This paper investigates whether motivational factors have influence on the work of employees in health care organizations of Serbia and what factors affect employees. Motivation: Motivation and job satisfaction among different groups of workers in health care facilities in Serbia are an important issue. This study’s purpose is to assist health managers in their efforts to fulfill individual and organizational targets by highlighting the most preferred motivational factors among the employees. With good leadership and with the building of good motivational system the organization can increase its value and competitiveness. It has been shown that employees are more motivated and work under less stress if there is a support from their leader or manager (Jensen, 2010). Idea: The core idea of this paper is to evaluate the relationship between motivational factors and work of employees in health care institutions in Serbia. The central hypothesis of this study is what the managers within health care institutions have to do to improve motivation as well as their abilities for the fulfillment of both individual’s and organization’s needs. Data: The cross-sectional study included 217 physicians, nurses, technicians, health associates and non-medical staff in 21 facilities of primary, secondary and tertiary levels in Pozarevac, Belgrade, Nis, Pirot, Novi Sad, Zrenjanin, Krusevac, Varvarin and Novi Pazar. Tools: The research instrument was a questionnaire with questions regarding socio-demographic characteristics, participants’ characteristics and motivational factors. The data were analyzed using descriptive and analytical statistics. Findings: The most important motivational factors are: salary, good interpersonal relationships and team work, contribution to population’s health and patient’s satisfaction. Around 10% of the participants thought that work could be done well even without motivational factors’ presence. Employees from the areas outside Belgrade rated job security higher in comparison with employees from Belgrade. A study conducted at the University of llorin Teaching Hospital in 2011 showed that salary was the most important motivational factor, followed by job security (Ojokuku& Salami, 2011). Contribution: Salary is an important motivational factor for employees in health care facilities in Serbia. Managers should work on the improvement of motivational factors through acknowledgement of needs of individual employees as well as through involving employees into decision making.

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“…e research instrument was designed following an extensive literature review on the topic of motivation, job satisfaction and professional performance(Babic, Kordic and Babic, 2014;Charles, et al, 2018;Lambrou, Kontodimopoulos and Niakas, 2010;Maslow, 1943;Mutale et al, 2013;Porter, 1961), as well as own previous research (Ștefan, Popa and Dobrin, 2016).  e proposed conceptual model was operationalized by seven latent constructs, each of them measured by several observed variables. e fi ve dimensions of motivation, inspired by Maslow's hierarchy of needs were assessed by 15 items (Babic, Kordic and Babic, 2014; Burduș and Popa, 2016; Lambrou, Kontodimopoulos and Niakas, 2010;Maslow, 1943;Porter, 1961), asking the respondents how motivated they are in their professional activity by: ( 1) salary, other material benefi ts and work schedule -corresponding to the physiological needs dimension; (2) working conditions, organization staff policy, workplace safety and health and pension insurance -corresponding to the safety dimension; (3) relations with colleagues and teamwork -corresponding to the love and belonging dimension; (4) possibility to assume responsibilities, performance recognition by colleagues and performance recognition by superiors -corresponding to the esteem dimension, and (5) possibilities to value skills, the possibilities to always learn new things and career development possibilities -corresponding to self-actualization.…”

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confidence: 99%

Implications of Maslow’s Hierarchy of Needs Theory on Healthcare Employees’ Performance

Ștefan

Popa

Albu

2020

TRAS

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The purpose of this study is to provide a new perspective of the motivation-performance link, and the infl uence of satisfying each basic human needs, described by Maslow's hierarchy of needs, on employees' professional performance. We assumed that the positive relationship between each dimension of motivation and professional performance is mediated by work satisfaction. The proposed conceptual model was operationalized by seven latent constructs (the fi ve dimensions of motivation, inspired by the Maslow's hierarchy of needs, job satisfaction and the professional performance), each of them measured by several observed indicators. The survey conducted for this occasion, was fi lled in by 824 employees from Romanian health organizations. Based on the research results, we can state that the Romanian health system employees are mostly motivated by meeting the needs of higher level, especially the need of self-actualization, and to a lesser extent by meeting the lower level ones. Those fi ndings may serve as useful insights for health system policy makers and managerial practices in designing and implementing the most effective motivational strategies, able to generate increased professional performance.

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10.5937/sjas11-6957 = Differences in motivation of health care professionals in public and private health care centers

Cited by 8 publications

References 24 publications

Job satisfaction behind motivation: An empirical study in public health workers

Job satisfaction behind motivation: An empirical study in public health workers

Leadership and motivation among employees in health-care facilities in Serbia

Implications of Maslow’s Hierarchy of Needs Theory on Healthcare Employees’ Performance

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