Motivational Factors of Work of the Public Health Bureaus Specialists
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Ingrida Jaselskytė
http://orcid.org/0000-0002-1825-0097
Skirmantė Sauliūnė
http://orcid.org/0000-0002-1825-0097
Skirmantė Sauliūnė
Abstract
Aim of the study. The study seeks to identify motivational factors for work of public health specialists of public health bureaus of municipality.
Methods. The questionnaire was filled by 55 public health specialists and managers working at the public health bureaus of municipality, excluding public health specialists working at schools. The response rate was 35.2%. Data analysis was performed using the following criteria: chi-square (χ2), the linear Pearson and Spearman’s rank correlation coefficient and Kruskal Wallis test. Cronbach alpha was used to estimate the test reliability.
Results. Wish to help, feedback from the public and the psychological atmosphere at work are factors which were important for managers as well as for specialists. The importance of motivational factors was mostly dependent of age in assessing responsibilities and activity related to work. Career opportunities, as an external value, becomes less important with increasing age (-0.486, p=0.000). A positive correlation was observed between age and priority to work with people, constant stress due to workload and negative correlation between ages and wish to gain work experience. According to the analysis of motivational factors compared by the position, most factors had a difference in the activity group. The study showed that statistically significant difference exists in comparing managers and specialists working under constant stress due to workload (p=0.01). Managers were significantly more likely to face challenges than specialists (p=0.04) and stated that in order to achieve goals, more effort is needed compared to specialists (p=0.02). More than two-thirds of the respondents rated their general motivation as “strong or very strong”. Statistically significant difference was found in assessing the general motivation by age (-0.21, p=0.04), duration of employment (-0.26, p=0.01), priority to work with people (0.36, p<0.000), willingness to participate in health policy implementation (0.45, p<0.000), which is one of the most important activities of the PHB.
Conclusions. The importance of motivational factors of managers and specialists were different depending on age, length of service and position. The findings indicated that the general motivation of PHB specialists and managers was related to age, years of service, priority to work with people, desire to participate in the implementation of health policy.
Methods. The questionnaire was filled by 55 public health specialists and managers working at the public health bureaus of municipality, excluding public health specialists working at schools. The response rate was 35.2%. Data analysis was performed using the following criteria: chi-square (χ2), the linear Pearson and Spearman’s rank correlation coefficient and Kruskal Wallis test. Cronbach alpha was used to estimate the test reliability.
Results. Wish to help, feedback from the public and the psychological atmosphere at work are factors which were important for managers as well as for specialists. The importance of motivational factors was mostly dependent of age in assessing responsibilities and activity related to work. Career opportunities, as an external value, becomes less important with increasing age (-0.486, p=0.000). A positive correlation was observed between age and priority to work with people, constant stress due to workload and negative correlation between ages and wish to gain work experience. According to the analysis of motivational factors compared by the position, most factors had a difference in the activity group. The study showed that statistically significant difference exists in comparing managers and specialists working under constant stress due to workload (p=0.01). Managers were significantly more likely to face challenges than specialists (p=0.04) and stated that in order to achieve goals, more effort is needed compared to specialists (p=0.02). More than two-thirds of the respondents rated their general motivation as “strong or very strong”. Statistically significant difference was found in assessing the general motivation by age (-0.21, p=0.04), duration of employment (-0.26, p=0.01), priority to work with people (0.36, p<0.000), willingness to participate in health policy implementation (0.45, p<0.000), which is one of the most important activities of the PHB.
Conclusions. The importance of motivational factors of managers and specialists were different depending on age, length of service and position. The findings indicated that the general motivation of PHB specialists and managers was related to age, years of service, priority to work with people, desire to participate in the implementation of health policy.
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