Nowadays the Romanian medical system is facing changes in terms of qualified personnel. Each year a great number of doctors decide to leave Romania in order to conduct practice in other countries with better working conditions. In this situation where doctors are no longer pleased to work in Romanian institutions, can we question the quality of their working environment? This study aims to determine the workplace satisfaction of Romania’s medical personnel currently working in private as well as state healthcare institutions. In this process, the study also discloses the inside image of Romanian medical units concerning the quality of the working environment, the quality of communications between subordinates belonging to the same section as well as their relations with their „direct superior”, „hierarchic superior” and „senior management”. To construct the current research, Romanian medical personnel completed a survey in order to determine their knowledge and judgment regarding their working environment. The research implied two phases: the first phase lasted one month and a half during which 100 medical personnel from a public hospital were selected to answer a survey; the second phase followed and it targeted the application of the same questions on 100 medical personnel working in a private institution. The survey comprised situations of everyday life in which any employee can be found. The results reveal the present situation of Romanian medical personnel, how often, despite of their unpleasant working conditions, they are forced to give their best in order to provide the quality medical treatment that any patient is entitled to. Therefore, the findings (1) reveal the inside image of Romanian hospital’s system and (2) offer an empirical foundation for subsequent research and improvement of working environments in Romanian hospitals.
If the inline PDF is not rendering correctly, you can download the PDF file here.
Barhem B. Younies H. and Younis M. (2010). Employee Satisfaction in the Health Care Sector: A comparative Study of Private and Public Health Care Organizations in the UEA. Journal of Health Management12(1) 20–37.
Dornescu V. and Manea T. (2013). Migratia Medicilori Romani: Dimensiuni socio-Demografice si economice. Revista de Economie Sociala 3(1) 122-138.
Hellman C. (1997). Job satisfaction and intent to leave. Journal of Social Psychology137(6) 677–89.
Janus K. Amelung V.E. Gaitanides M. and Schwartz F.W. (2007). German physicians “on-strike”- shedding light on roots of physicians dissatisfaction. Health Pol. 82(1) 357-365.
Kantsiper M.E. Ratanawongsa N. Wright S.M. Smith C.G. and Levine R.B. (2009). Factors that influence professional satisfaction in hospital medicine: A review for prospective hospitals. Journal of Hospital Medicine 4(3) 23-28.
Khurshid K. Abd R. Merchant J. and Hirani D. (2005). Registered Nurses Perception of Work Satisfaction at a Tertiary Care University Hospital. Journal of Nursing Management13(1) 32–40.
Manu F. (2015 August 24). Sistemul medical cu salarii la nivel occidental: cine sunt investitorii in sanatatea private romaneasca. Retrieved from http://adevarulfinanciar.ro/articol/sistemul-medical-cu-salarii-la-nivel-occidental-cine-sunt-investitorii-in-sanatatea-privata-romaneasca/
Murray A. Montgomery J.E. Chang H. Rogers W.H. Inui T. and Safran D.G. (1986). Doctor Discontent A Comparison of Physician Satisfaction in Different Delivery System Settings 1986 and 1997. J. Gen. Int. Med. 16(7) 452-459.
Peng W. John J. and lowler K. (2010). Work-family conflict self-efficacy job satisfaction and gender: Evidence from Asia. J. Leadersh. Organ.Stud. 17(13) 298-308.
Strachota E. Normandin P. O’Brien N. Clary M. and Krukow B. (2003). Reasons registered nurses leave or change employment status. Journal of Nursing Administration 33(2) 111–17.
Timmreck T.C. (2001). Managing motivation and developing job satisfaction in the health care work environment. The Health Care Manager20(1) 42–58.
Zellars K.L. Hochwarter W.A. Perrewé P.L. Miles A.K. and Kiewitz C. (2001). Beyond self-efficacy: Interactive effects of role conflict and perceived collective efficacy. Journal of Managerial Issues 12(4) 483–499.