Workplace experience of radiographers: impact of structural and interpersonal interventions.

PURPOSE: Within the framework of organisational development, an assessment of the workplace experience of radiographers (RGs) was conducted. The aims of this study were to develop structural and interpersonal interventions and to prove their effectiveness and feasibility. METHODS: A questionnaire consisting of work-related factors, e.g. time management and communication, and two validated instruments (Workplace Analysis Questionnaire, Effort-Reward Imbalance Scale) was distributed to all RGs (n = 33) at baseline (T1). Interventions were implemented and a follow-up survey (T2) was performed 18 months after the initial assessment. RESULTS: At T1, areas with highest dissatisfaction were communication and time management for ambulant patients (bad/very bad, 57% each). The interventions addressed adaptation of work plans, coaching in developing interpersonal and team leadership skills, and regular team meetings. The follow-up survey (T2) showed significantly improved communication and cooperation within the team and improved qualification opportunities, whereas no significant changes could be identified in time management and in the workplace-related scales 'effort' expended at work and 'reward' received in return for the effort. CONCLUSION: Motivating workplace experience is important for high-level service quality and for attracting well-qualified radiographers to work at a place and to stay in the team for a longer period.

[Which factors influence job satisfaction and motivation in an institute of radiology?]. / Welche Faktoren beeinflussen die Arbeitszufriedenheit und -motivation an einem Institut für Radiologie?

PURPOSE: As empirically shown, increasing job satisfaction and motivations correlates with reduced job fluctuation and costs of absenteeism in an organisation. To provide a motivating environment for employees becomes more important in the health-care system and thus also in radiology. The purpose of our study was therefore to evaluate job satisfaction of our team and to define important influencing factors. METHODS: For data collection, as standardized questionnaire was designed. As a result of a discussion in a focus group, 9 indicators characterizing job satisfaction and motivation were determined (four-point ordinal scale), in addition there were open questions as well as space for comments. The questionnaires were distributed to all employees at the institute during the study period 11/2005. It was assured in the study design that data analysis was anonymous. For statistical analysis, all replies were coded (scale 1-4) and transferred to an excel sheet. RESULTS: Rate of return was 92% (46/50). In general, employees enjoyed work (mean 3.37 +/- 0.5); no significant difference between physicians, technicians and other staff members were observed. Factors most important for personal motivation were good working climate (3.85 +/- 0.4), good reputation of the institute (3.56 +/- 0.8) and personal recognition (3.54 +/- 0.6). Wage raise (3.01 +/- 0.9) and bonus payments (3.11 +/- 0.9) were rated less important. Communication between groups of employees could be improved (2.78 +/- 0.7). When asked, which factors would improve motivation, common answer included teamwork and communication (n = 9), more participation in planning processes (n = 8), more appreciation (n = 7) and continuing education (n = 5). CONCLUSIONS: Profound knowledge of factors influencing job satisfaction and motivation of employees allows for the implementation of targeted strategies for continuous improvement.