Residency Training: Work engagement during neurology training

Abstract

Objective: Work engagement, defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption, can ameliorate patient care and reduce medical errors. The purpose of this cross-sectional study was to investigate work engagement among neurology residents in the region of Attica, Greece.Methods: In total, 113 residents participated in this study. Demographic and work-related characteristics, as well as emotional exhaustion and personality traits (neuroticism), were examined via an anonymous questionnaire. Work engagement was measured by the Utrecht Work Engagement Scale.Results: The study sample had a mean age of 34.6 6 3.6 years, ranging from 26 to 45 years. Sixty-two (54.9%) participants were women and 45 (39.8%) were married. After adjusting for sex, emotional exhaustion, and neuroticism, the main factors associated with work engagement were autonomy and chances for professional development. Work engagement is an important indicator of occupational well-being for both employees and organizations. Work engagement is characterized by a positive motivational state of dedication (i.e., being strongly involved in one's work and experiencing a sense of inspiration, enthusiasm, and challenge), vigor (i.e., experiencing high levels of energy and mental resilience while working), and absorption (i.e., being fully concentrated and happily engrossed in one's work). Work engagement can ameliorate patient care and reduce medical errors. Work engagement is considered to be the positive opposite of another core concept in the field of organizational behavior-burnout (i.e., a state of emotional exhaustion [EE], depersonalization, and cynicism toward work, and reduced professional efficacy in response to chronic stressors at work). However, whereas burnout has been extensively studied across different medical specialties in order for investigators to identify its determinants, 3,4 work engagement has been relatively neglected. The evidence regarding the antecedents and consequences of work engagement can be organized in an overall model. According to the Job Demands-Resources (JD-R) model, 2 job resources such as social support from colleagues and supervisors, chances for professional development, performance feedback, and job autonomy can help employees to achieve work goals, reduce job demands (e.g., workload, emotional demands), and stimulate personal growth. Job resources can start a motivational process that may lead to work engagement and consequently to higher performance. Apart from work-related characteristics, personality factors may influence work engagement and can also shape the way employees perceive their work environment and react to it. ConclusionsThe purpose of this cross-sectional study was to study work engagement among neurology trainees. METHODS Procedure and participants. Details about the procedure and the participants have been published. 4 In summary, all 131 neurology trainees of the wider area of Athens working in 18 hospitals were invited...

Work engagement, job satisfaction, and turnover intentions among family medicine residency program managers

“…These findings correlate with engagement findings from studies in other work environments and studies of medical residents that associated job satisfaction positively with work engagement. 10,11,31,32 Overall, employees are more engaged when they work in an environment that provides practical and psychologically meaningful support as well as advancement and promotion opportunities. 33 To be effective, support, development and advancement opportunities must be clearly communicated to FMR managers.…”

“…5 Work engagement is associated with positive work outcomes such as low turnover intentions, 6 reduced absenteeism, 7 increased productivity, 8 and job satisfaction in diverse groups including hospitality workers, 8,9 telecommunication workers, 6 and medical residents. 10,11 We were unable to identify any published work engagement studies involving FMR managers.…”

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