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How your doctors’ job satisfaction affects the care you receive?

When employees are committed to their work and organization, are more likely to perform well. This is particularly important in the context of health, where compromise improves the efficiency and effectiveness of services, reduce absenteeism and turnover, increased patient satisfaction and improves safety.

highly committed physicians, in particular, do much better in a wide range of important measures. These include clinical performance, financial management, safety indicators, patient experience and general quality standards.

When doctors are not involved, things can go tragically wrong. In the UK, this is clearly illustrated in the hospital Mid Staffordshire, where a public inquiry found a culture of fear and lack of leadership had taken in late 2000. As a result, between 400 and 1,200 people died more what would have been expected between 2005 and 2008.

Some patients went hungry, thirsty and dirty clothes of bed, often called the staff goes unanswered. Other patients received wrong medication. Decisions about who to treat were left to receptionists. And doctors in training sometimes responsible for critically ill patients who were not capable enough to handle.

Since the mid-2000s, has made a concerted effort to improve medical participation in the UK. The issue has not received the same kind of attention from the governments of Australia. Initiatives to improve therefore the clinical commitment have been partial.

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Our research from 12 sites across Australia and New Zealand, with more than 2,100 physicians, reveals that they have lower levels of medical commitment in the UK. Doctors in Australia feel they are not contributing actively and positively to the performance of their hospital.

This does not mean doctors are not actively participating in the care of individual patients. But they feel they are doing (or are asked to do) fewer contributions to organization, which has an indirect impact on patients.

found a significant variation between different specialties and types of organization. There is no coherent national pattern, although the commitment is higher in some parts of the country than others.

Hospitals in the UK, where doctors are very committed, deliver better patient experiences. This leads to improved safety culture and quality, resulting in fewer errors, lower infection rates and stronger financial management. Staff have higher morale, less absenteeism and stress.

Therefore, why Australian doctors less committed?

Australia has a fragmented health system, which spans the public and private sectors. Funding and responsibilities sit at different levels of government. This means that doctors can work through the public and private sectors and multiple institutions, making it difficult to commit to each organization.

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The involvement of doctors is also influenced by procurement systems, processes and education activities of regulatory regimes. Therefore, medical schools, hospitals and other employers must provide adequate training opportunities, work environments support and collaboration and developing staff and give purpose and direction.

A recent study found Australia lags behind other countries go to doctors more committed organizations through, for example, progression to positions of leadership and management.

Doctors who move often have management tasks, blurred lines of accountability, budget, or staff poorly defined. However, it is expected to take a leading role in the management of services, quality of care and performance.

Health care providers should involve doctors in training in projects to improve service ensure that they are involved in making significant decisions at all levels of organizations and provide programs of leadership development. They also have to ensure doctors have the time to participate.

The amortization of a more committed workforce offers significant rewards that can not be overlooked :. Better patient care

Authors:

1. Helen Dickinson, associate professor of Public Governance, University of Melbourne

2. Paul Long, Visiting Fellow, Australian Institute of Health Innovation, University of Macquarie

Courtesy: The Conversation

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