Work motivation among healthcare professionals

• Published in: Journal of health organization and management Vol. 31; no. 4; pp. 487 - 502
• Main Authors: Kjellström, Sofia, Avby, Gunilla, Areskoug-Josefsson, Kristina, Andersson Gäre, Boel, Andersson Bäck, Monica
• Format: Journal Article
• Language: English
• Published: England Emerald Publishing Limited 19.06.2017; Emerald Group Publishing Limited
• Subjects: Collaboration; Compensation; Content analysis; Corporate culture; Councils; Financial incentives; Health administration; Health care management; Health care policy; Health Care Reform; Health Personnel; Health services; Humans; Influence; Leadership; Medical personnel; Monetary incentives; Motivation; Nurses; Objectives; Patient satisfaction; Patients; Pay for performance; Physicians; Primary care; Primary Health Care; Professionals; Qualitative research; Quality management; Quality of care; Reforms; Social processes; Sweden; Teamwork; Work environment; Sweden; Incentives; Management; Healthcare professional; Goals; Primary care; Work motivation
• ISSN: 1477-7266; 1758-7247
• DOI: 10.1108/JHOM-04-2017-0074

Purpose The purpose of this paper is to explore work motivation among professionals at well-functioning primary healthcare centers subject to a national healthcare reform which include financial incentives. Design/methodology/approach Five primary healthcare centers in Sweden were purposively selected for being well-operated and representing public/private and small/large units. In total, 43 interviews were completed with different medical professions and qualitative deductive content analysis was conducted. Findings Work motivation exists for professionals when their individual goals are aligned with the organizational goals and the design of the reform. The centers’ positive management was due to a unique combination of factors, such as clear direction of goals, a culture of non-hierarchical collaboration, and systematic quality improvement work. The financial incentives need to be translated in terms of quality patient care to provide clear direction for the professionals. Social processes where professionals work together as cohesive groups, and provided space for quality improvement work is pivotal in addressing how alignment is created. Practical implications Leaders need to consistently translate and integrate reforms with the professionals’ drives and values. This is done by encouraging participation through teamwork, time for structured reflection, and quality improvement work. Social implications The design of the reforms and leadership are essential preconditions for work motivation. Originality/value The study offers a more complete picture of how reforms are managed at primary healthcare centers, as different medical professionals are included. The value also consists of showing how a range of aspects combine for primary healthcare professionals to successfully manage external reforms.