Decent Work, Work Motivation, Work Engagement and Burnout in Physicians

Abstract

This article presents the relationships among decent work (DW; Decent Work Questionnaire), work motivation (Multidimensional Work Motivation Scale), work engagement (Utrecht Work Engagement Scale) and personal-burnout (subscale of Copenhagen Burnout Inventory) in Portuguese and Brazilian physicians (N = 605). Canonical correlation analyses were performed. The results in the Portuguese sample: the seven DW factors were related to identified and intrinsic-work-motivation, work-engagement and less personal-burnout. Adequate-working-time-and-workload is associated with decreases of identified-work-motivation and personal-burnout. Less meaningful-remuneration-forthe-exercise-of-citizenship is related to less extrinsic-material-work-motivation and extrinsic-social-work-motivation; in the Brazilian sample: fundamental-principles-and-valuesat-work, adequate-working-time-and-workload, fulfilling-and-productive-work, and opportunities relate to identified and intrinsic-work-motivation, work-engagement, less amotivation and less personal-burnout. Less adequate-working-time-and-workload and less social-protection are associated with more personal-burnout. In both samples, the DW global score were related significantly and positively with the more self-determined types of work-motivation (intrinsic and identified); and significantly and negatively with the amotivation. These results help human resources management to enhance physicians' performance and well-being, and therefore the quality of care provided.

The Decent Work Questionnaire: Psychometric properties of the Italian version

“…They empirically support the role of DW as an antecedent of work motivation and psychological capital ); DW's relationships with work motivation, work engagement, and burnout in physicians (Ferraro et al, 2020); studying DW as an antecedent of lawyers' work motivation (Ferraro et al, 2017); the mediating role of psychological capital in the relationship between DW and work motivation in knowledge workers and, recently, Sheng and Zhou (2021) tested the role of DW on voice behavior.…”

“…The development of theoretical approaches about DW perceptions will allow a better understanding of how its dimensions already under study are integrated and interact. In addition to internal functioning, represented by its seven dimensions, new studies that test the interactions of the DW concept with new variables (as previously tested by Ferraro et al, ,2017Ferraro et al, , , 2020 will enrich the nomological network of the concept (Cronbach & Meehl, 1955;Ree & Carretta, 2018). Broadening our perspectives, a multidisciplinary confrontation with economic, legal, and/or political perspectives would appear to be very fruitful in deepening our knowledge of the social issues around decent work and would bring more fully into fruition the usefulness of the DWQ.…”

Living wages, decent work, and need satisfaction: an integrated perspective

“…Empirically, the questionnaire showed good reliability and validity in a validation study with knowledge workers (Ferraro et al, 2018). However, the measure has to date almost exclusively been applied to workers in privileged occupations, such as lawyers (Ferraro et al, 2017), physicians (Ferraro et al, 2020), and academic personnel (Graça et al, 2021). This is in stark contrast to the central aim of the decent work agenda (ILO, 1999(ILO, , 2008 to make decent work accessible for all individuals.…”

Self-Efficacy as a function of Work Engagement with the mediating role of Organizational Trust in Higher Educational Institutions.

“…With suppressing the pleasant emotions, the level of job satisfaction decreases (Castellano, Muñoz Navarro, Toledo, Spontón, & Medrano, 2019). According to Ferraro, dos Santos, Moreira, and Pais (2020), the employees may achieve the state of work engagement in the absence of job stress and pressure due to repetitive, boring as well as monotonous jobs and enjoys in performing the challenging as well as enthusiastic tasks through balancing the enriched and exciting functions appropriately.…”

“…People join the organization for compensation and incentives but they find themselves engaged at work due to the meaningfulness of job as well as activities they perform. When employees find themselves engaged in their job, they find themselves enthusiastic and dedicated about it (Ferraro et al, 2020). The engaged employees find themselves energetic through satisfying the demands of their jobs with an effective connection with the tasks and activities they perform (Dwiyanti et al, 2021).…”