Staff grade doctors and the consultant ladder: falling off or stepping off?

Baker, Maureen; Williams, Jacky; Petchey, Roland; Flett, AS

doi:10.12968/hosp.1999.60.11.1238

Cited by 3 publications

(4 citation statements)

References 4 publications

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“…3 For many years, associate specialists and, more particularly, staff grades have complained of their low status, exploitation and lack of access to continuing professional development (CPD). [3][4][5][6][7] Despite this, their numbers have increased in recent years, mainly to compensate for shorter working hours by training grade doctors. In 1998, these two grades accounted for 7.3% of all UK hospital medical and dental staff, compared with 9.3% in 2001.…”

Section: Introductionmentioning

confidence: 99%

What influences the job satisfaction of staff and associate specialist hospital doctors?

French

Ikenwilo

Scott

2007

Health Serv Manage Res

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Despite their rising numbers in the National Health Service (NHS), the recruitment, retention, morale and educational needs of staff and associate specialist hospital doctors have traditionally not been the focus of attention. A postal survey of all staff grades and associate specialists in NHS Scotland was conducted to investigate the determinants of their job satisfaction. Doctors in both grades were least satisfied with their pay. They were more satisfied if they were treated as equal members of the clinical team, but less satisfied if their workload adversely affected the quality of patient care. With the exception of female associate specialists, respondents who wished to become a consultant were less satisfied with all aspects of their jobs. Associate specialists who worked more sessions also had lower job satisfaction. Non-white staff grades were less satisfied with their job compared with their white counterparts. It is important that associate specialists and staff grades are promoted to consultant posts, where this is desired. It is also important that job satisfaction is enhanced for doctors who do not desire promotion, thereby improving retention. This could be achieved through improved pay, additional clinical training, more flexible working hours and improved status.

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Section: Introductionmentioning

confidence: 99%

What influences the job satisfaction of staff and associate specialist hospital doctors?

French

Ikenwilo

Scott

2007

Health Serv Manage Res

View full text Add to dashboard Cite

show abstract

“…In terms of comparison with previous literature, it seems that those SAS doctors in Scotland who were interviewed feel more supported and valued than their English counterparts. 4,[6][7][8][9] This might be associated with different demographics, 11 (anecdotal) cultural differences between the NHS in Scotland and England and/or feeling valued because of benefiting from the Fund. A limitation of this study is that we did not Low priority and limited opportunities 'With SAS Doctors, it's more you're expected to cover the service, and you get opportunities for continuous professional development, but that is just limited to your choice, and perhaps the service needs, rather than your overall professional development'.…”

Section: Discussionmentioning

confidence: 99%

“…The literature highlights a recurring theme of difficulties faced by these doctors in terms of career progression and advice, 1 access to educational and development opportunities, 2,3 professional support, 4 continuing professional development 5 and overwhelmingly, morale. 4,[6][7][8][9] However, the landscape for these doctors has changed. With the new Specialty Doctor contract in 2008 (http://bma.org.uk/practical-support-at-work/contracts/ sas-contracts/introduction-new-contract) time for appraisal and Continuing Professional Development (CPD) was formally recognised for SAS doctors.…”

Section: Introductionmentioning

confidence: 99%