R.N. Padaria

Job satisfaction among hospital staff working in a Government teaching hospital of India

Background: In a resource-limited and high burden disease setting, satisfied human resource is an asset in terms of high productivity, efficiency and quality care. Aim: To assess job satisfaction among permanent employees working in a government hospital. Materials and Methods: A sample of 200 staff members was interviewed using 34-item, Likert response based, modified job satisfaction scale. Key factors for job satisfaction were identified after subjecting data to principal component analysis, varimax rotation and multivariate analysis using step-wise regression procedure. Results: The mean job satisfaction index was computed to be in a similar range, but was found to be highest for nurses (0.68), followed by doctors (0.66), support staff (0.63) and technicians (0.62). Nine uncorrelated and critical factors related to job satisfaction that explained 68.09% of the variability was identified, that is, communication, pay/salary, working conditions, organization supervision system, co-workers, workload, benefits, career aspects and rewards. A positive association was reported between job satisfaction score and factor scores (units) of communication (0.133), benefits (0.110), working condition (0.027) and co-workers (0.032) and a negative relation with organizational supervision system (0.118), workload (0.093), rewards (0.035), pay/salary (0.034) and career prospects (0.017) respectively for all categories of respondents. However in case of doctors, co-workers (0.023 units) showed a negative relation. Conclusion: There is scope for interventions to enhance job satisfaction and concomitant continuous monitoring can be useful in determining various service aspects that necessitate improvement. By enhancing job satisfaction, hospital administrator can improve not only the mental, psychological and social well-being of work-force, but also the financial health of an organization.

Level of motivation amongst health personnel working in a tertiary care government hospital of new delhi, India.

Aims: To assess the level and factors of motivation amongst permanent government employees working in a tertiary health care institution. Material and Methods: A sample of 200 health personnel (50 in each category) i.e. doctors, nurses, technician, and support staff were contacted through face to face interview. Motivation was measured as the degree to which an individual possessed various identified motivation domains like Drive, Control, Challenge, Relationship and Rewards. Each domain was represented by 4 dimensions- accordingly a closed-ended statement represented each of these dimensions and responses were assessed on a Likert based scale. Data management was done using SPSS, ver. 19. Results: The average age for different health personnel were: Doctors 48.68 (±8.53), nurses 40.72 (±7.76), technician 38.4 (±10.65) and support staff 43.24 (±9.52) years. The average year of work experience was: Doctor 19.09 (±9.77), nurses 17.2 (±8.420), technician 14.84 (±10.45), support staff 18.24 (±10.28). A comparison of overall motivation index (mean score) revealed that nurse had highest level (3.47), followed by support staff (3.46), doctor (3.45) and technician (3.43). Based on their individual mean scores, the healthcare providers were categorised into three different levels of motivation and it was found that majority of the health personnel i.e.70% of support staff, 62% nurse, 56% doctor and technician, had high to very high level of motivation index. The mean scores for all the five factors as well as their respective ranks were also found out and it was deduced that “relationship” assumed first rank for doctors (mean score: 3.71) and technician (mean score: 3.75), whereas “control” assumed greatest significance for nurses (mean score, 3.62) and support staff (mean scores, 3.61). Based upon the mean scores, “reward” assumed third rank among all the four categories. Kruskal-Wallis test was applied to test if the different categories of health personnel varied with respect to five factors of motivation and it was found that their orientation towards the various motivational components differed significantly only with respect to Drive (P < 0.01). Conclusion: There is scope for enhancing staff motivation.

Accelerating Impact Through Rice Innovation Systems: Integrating Knowledge, Technology, and Markets

Abstract Availability, accessibility, and applicability of rice knowledge and services among Agricultural Extension and Advisory (AEA) systems and farmers are critical to achieve sustainable rice production. In this context a framework for rice extension strategies that integrates knowledge, technology, and markets is proposed that helps provide better, faster, and cheaper solutions to reach out to rice farmers and integrate knowledge, technologies, and markets. Such framework should be based on empirically proven concepts and should increasingly harness digital technologies. The chapter is divided into a few critical sections. The strategy for technology delivery and impact acceleration should be based on different isolated yet successful cases. The first section deals with successful impact acceleration efforts from across the globe. The section “Digital extension for the rice sector: tactical to practical” provides opportunities to harness digital technologies for accelerating impact in the rice sector. The section “Strengthening the Rice Extension and Advisory system” explains new opportunities for building the capacity of next-generation extension professionals and farmers to be more efficient and updated. The section “Digital technologies and the local supply chain” brings together extension advisory and value chain propositions in the rice sector. Several approaches, such as Ricecheck, FLDs, technology backstopping, market intelligence, and group approaches, are described in the section “Strengthening existing extension delivery.” The final section on “Building innovation systems” proposes a common framework for accelerating impact by integrating knowledge, technology, and markets.