Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital

Abstract

IntroductionThe health organizations of today are highly complex and specialized. Given this scenario, there is a need for health professionals to work collaboratively within interprofessional work teams to ensure quality and safe care. To strengthen interprofessional teamwork, it is imperative that health organizations enhance strategic human resources management by promoting team member satisfaction.ObjectiveTo analyze the satisfaction of members in interprofessional teams and to explore interpersonal relationships, leadership, and team climate in a hospital context.MethodologyThis study is an explanatory sequential mixed methods (quantitative/qualitative) study of 53 teams (409 professionals) at a university hospital in Santiago, Chile. The first phase involved quantitative surveys with team members examining team satisfaction, transformational leadership, and team climate. Social network analysis was used to identify interactions among team members (cohesion and centrality). The second phase involved interviews with 15 professionals belonging to teams with the highest and lowest team satisfaction scores. Findings of both phases were integrated.ResultsSignificant associations were found among variables, and the linear regression model showed that team climate (β = 0.26) was a better predictor of team satisfaction than team leadership (β = 0.17). Registered nurse was perceived as the profession with the highest score on the transformational leadership measure (mean = 64), followed by the physician (mean = 33). Team networks with the highest and lowest score of team satisfaction showed differences in cohesion and centrality measures. Analysis of interviews identified five themes: attributes of interprofessional work; collaboration, communication, and social interaction; interprofessional team innovation; shared leadership; and interpersonal relationship interface work/social. Integration of findings revealed that team member satisfaction requires participation and communication, common goals and commitment for patient-centered care, clear roles and objectives to support collaborative work, and the presence of a transformational leader to strengthen well-being, dialog, and innovation.ConclusionsResults have the potential to contribute to the planning and decision-making in the field of human resources, providing elements to promote the management of health teams and support team member satisfaction. In turn, this could lead to job permanence especially where the local health needs are more urgent.

Factors for self-assessment score of interprofessional team collaboration in community hospitals in Japan

“…Other studies have shown that job satisfaction is associated with interprofessional perspective,37 team climate,38 and organisational culture and teamwork 39 40. While a number of previous studies have demonstrated that organisational culture is important for IPC,41 42 we found that relationships with neighbouring facilities were more strongly associated with IPC than the hospital to which participants belonged in multiple regression analysis.…”

Exploring the structure of social media application-based information-sharing clinical networks in a community in Japan using a social network analysis approach

“… 4 Reviews of interprofessional communication have reported the presence of a relationship between patient outcomes and healthcare communication. 5 6 Many studies, however, focus on individual–profession relationships or organisational climates in communication, 7 8 whereas studies on clinical network structures are limited.…”

Clima de trabalho em equipe e qualidade do cuidado na atenção primária à saúde/ Teamwork climate and quality in primary health care

“…Neste sentido, quatro dimensões podem ser identificadas: participação segura para comunicar e interagir com a equipe; apoio à inovação; clareza dos objetivos e orientação com compromisso no desenvolvimento das tarefas (7) . Estudos evidenciam correlação positiva entre o CTE e a dinâmica de trabalho (8) , relação de confiança entre os médicos e usuários (9) , satisfação dos profissionais (10) e usuários (11) , eficiência no cuidado (12) e qualidade no cuidado para inovação (13)(14) .…”