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Examining the Relationship Between Job Satisfaction and Patient Safety Culture

This study explores the connection between job satisfaction and patient safety culture in a medium-stay hospital. It analyzes the impact of different dimensions on both variables and identifies areas for improvement in healthcare management.

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Examining the Relationship Between Job Satisfaction and Patient Safety Culture

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  1. RELATIONSHIP BETWEEN JOB SATISFACTION AND PATIENT SAFETY CULTURE MJ Merino-Plaza, FJ Carrera-Hueso, MR Roca-Castello, MD Morro-Martin, A Martinez-Asensi , N Fikri-Benbrahim

  2. Professional competence • Professional competence depends basically on three elements: • Knowledge: the ability to give knowledge and professional skills related to what ”must be done“ • Power to do: related to the availability of means for an effective and adequate realization of the tasks, which meansthe availability of adequate material, technological and human resources. • Desire to do: related to the degree of motivation and involvement of professionals with organizational goals.  • This last aspect is achieved through the effort to reach a good working environment or "organizational climate".

  3. Job Satisfaction How should organizations and job positions be designed in order to be satisfactory to those who hold them?

  4. Job Satisfaction • Work climate is the set of characteristics that define the work environment of an organization and that exerts effect on • behavior, • relations and • attitudes of the individuals • Job satisfaction is a subjective perception of the individuals when facing their work that can guide the person for or against their work activity.

  5. Job Satisfaction • The organizational climate and job satisfaction are strategic tools that contribute to the continuous improvement of the organization. • Analyzing them, key elements are identified that allow raising • workers’ life quality and • quality of services provided, due to their influence on the motivation and the performance of the professionals.

  6. Job satisfaction is a necessary element but not enough to guarantee the quality of care Quality of the patient relationship Quality in decision making

  7. Job Stress Burnout Job Satisfaction Patient Safety

  8. Patient Safety Culture Flexible Organization Information Teamwork Learning RELIABILITY Risk management is an Integral part of what we do Creative: We are alert to risks that may occur Proactive: We have systems for risk management Calculator We act only when an incident occurs Reactive: Security is a waste of time Pathologic: Parker D. Patient Safety. NPSA 2006, Birmingham, 2006

  9. Patient Safety • Patient Safety is an essential objective of health systems and is a transversal dimension of Quality Healthcare. • This reality evidence the need to know those organizational factors that originate the existing deficiencies in health institutions. • A positive patient safety culture is an essential requirement to prevent the occurrence of adverse events. • It is necessary to evaluate the perceptions of both, users and workers, to find improvement areas in the management of health services

  10. Objectives • To evaluate the relationship between Safety Culture and Job Satisfaction in a medium-stay hospital • Relationships between dimensions that define Job Satisfaction and Safety Culture were analyzed. • Dimensions with the greatest impact on both variables wereidentified.

  11. Methods • Design: TwoCross-sectional studies conducted in 2013 and 2015 • Basque Health Service Job Satisfaction survey and • Spanish version of the «Hospital Survey on Patient Safety» questionnaire (Agency for Healthcare Research and Quality). were applied to the health staff of the hospital. • Sampling: Consecutive non-probabilistic • Data analysis: spss 19.0

  12. Methods • Variables • Predictor Variables: socio-demographic characteristics and perception of the evaluated dimensions. • In order to analyze the influence of each of the considered dimensions on job satisfaction and on the degree of perceived safety, a new variable called "High satisfaction with the dimension" was codified for each of them • It was considered that this level was reached when people answered 5 (maximum score) to all the questions that evaluate the considered dimension • These new variables were used in the bivariate analysis of the results

  13. Methods • Variables • Result Variables: High Job Satisfaction and High Perceived Patient Safety Degree (score ≥75th percentile). • The association between variables was quantified by adjusted Odds Ratio and the 95% confidence interval. • We also considered the degree of job satisfaction and the degree of perceived security with respect to each of the 12 dimensions considered in each of the surveys

  14. Hospital human resources 3 managers, 22 doctors 180 Nursing staff: nurses, assistants, speech therapists, physiotherapists, technicians 113 Non-health personnel: caretakers, administrative, social workers, pricks, maintenance …

  15. Samplecharacteristics The surveys were applied to the health staff of Doctor Moliner Hospital SAMPLING: The questionnaires were distributed through the middle management and collected in suggestion boxes SAMPLE SIZE

  16. Dimensions evaluated in the Safety Culture Survey Frequency of events reported Overall perceptions of Patient Safety Expectations and actions of the supervision of the Unit promoting Patient Safety Organizational learning / continuous improvement Teamwork within Units Communication openness Feed-back and communication about errors Non-punitive response to errors Staffing Management support for patient safety Teamwork across units Problems in shift changes and transitions between units Perceived Patient Safety Degree

  17. Dimensions evaluated in the Job Satisfaction Survey Working Conditions Training Promotion and Development Recognition Job definition Relationship with supervisor Participation Change management Working environment Communication Knowledge of the objectives Hospital management perception Job Satisfaction

  18. Safety Culture • Mean Perception of Patient Safety Degree was similar in both studies: • 7.8 in 2013 (N2013=55) • 7.5 in 2015 (N2015=75) • 75th percentile of the distribution in both cases was 9. • The best evaluated dimension in the 2 studies was 3 (Expectations and actions of the supervision of the Unit promoting Patient Safety) • The worst-evaluated dimensions were 9 and 10 (Staffing and management support). • Sociodemographic variables had little significance • An excellent perception of some of the dimensions, was associated with high Perceived Patient Safety Degree

  19. Evolution of perceived Safety Degree with respect to each of the dimensions considered

  20. Job Satisfaction • Mean Job Satisfaction was 7.10 in 2013 and 7.04 in 2015 • 75th percentile of the distribution in both cases was 9 points • The best evaluated aspect in both studies was the quality of the assistance provided • The worst evaluated dimensions were the perception of hospital management and recognition • There were no significant differences in the mean perception with respect to each of the dimensions considered. • Socio-demographic variables showed little influence on Job Satisfaction • Only were significant seniority in the hospital and direct contact with patients. • Six dimensions related to organizational characteristics showed strong association with high Job Satisfaction, with OR >10

  21. Evolution of perceived job satisfaction with respect to each of the dimensions considered

  22. Association of Job Satisfaction dimensions with outcome variables

  23. Correlationsbetweendimensions

  24. Correlationsbetweendimensions

  25. Correlationsbetweendimensions

  26. Influence of the degree of satisfaction regarding the dimensions considered on the high perception of job satisfaction and patient safety

  27. PatientSatisfaction and Burnout PatientSatisfaction and low % of professionalswithaffectedsubescales PatientSatisfaction Patientsatisfaction Burnout (%) Low EE % EE (Mean) Low DP % DP (Mean) Low PA % PA (Mean)

  28. Conclusions • The results of this study indicate that there is a relationship between the dimensions that define Job Satisfaction and Safety Culture. • Indicators based on the individual dimensions are more sensitive than the overall perceived safety or job satisfaction index. • The adjusted OR helps to identify the variables most strongly associated with the effect and to select those areas where improvement plans can be more effective. • This information can be useful to design improvement plans that allow us to increase the Job Satisfaction and optimize the quality of the service. • In our organization, staffing, participation and communication, especially to avoid problems in shift changes, seem to be the dimensions most associated with the effects wanted.

  29. SMALL ACTIONS X MANY PROFESSIONALS = BIG RESULTS Thankyouverymuch

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