The leader of family physician team plays an important role in performing the contracted service functions and is a key player in influencing the task interaction of the members within the team.
To identify the mechanisms of the impact of leadership effectiveness on task interaction in family physician teams, and examine the mediating role of team cohesion in the relationship between the two and the moderating role of team support.
From October to December 2021, 593 family physician team members from 12 township health centers/community health service centers in Qianjiang City, Hubei Province, and Changsha City, Hunan Province, were sampled by random sampling and cluster sampling methods to conduct a questionnaire survey, which covered the basic information of the members, leadership effectiveness, task interaction, team cohesion, and team support. PROCESS was used to test the mediating effect of team cohesion in the relationship between leadership effectiveness and task interaction and the moderating effect of team support in it, and a simple slope diagram was drawn.
A total of 580 cases were included with the effective response rate of 97.8%. The leadership effectiveness score of family physician team members was (4.28±0.73), the team cohesion score was (4.21±0.64), the task interaction score was (4.37±0.65), and team support score was (4.09±0.83). The Pearson correlation analysis showed that the four scale scores were linearly and positively correlated with each other (P<0.05). Team cohesion mediated the relationship of leadership effectiveness with task interaction (with a size of indirect effect of 0.08, accounting for 12% of the total effects). Team support moderated the relationship of leadership effectiveness with team cohesion (β=-0.12, P<0.01). The results of simple slope tests showed that the effect of leadership effectiveness on team cohesion was greater for family physician teams with lower team support.
The empirical analysis found that leadership effectiveness had a significant positive effect on task interaction; team cohesion mediated the relationship between leadership effectiveness and task interaction; and the positive effect of leadership effectiveness on team cohesion was moderated by team support.
There is a significant shortage of general practitioners at primary healthcare institutions in China, and their low job satisfaction is a crucial factor leading to the scarcity of talents.
To understand the job satisfaction and related factors among general practitioners (GPs) from primary healthcare institutions in Chengdu.
From December 2018 to January 2019, a questionnaire survey was conducted on all registered general practitioners working at primary healthcare institutions in Chengdu (n=1 549). The questionnaire included their basic information, job satisfaction, and their suggestions for improving job satisfaction. Multivariate Logistic regression was used to analyze the factors influencing job satisfaction among GPs.
A total of 1 539 valid questionnaires were collected, with an effective response rate of 99.35%. The overall job satisfaction of general practitioners was (114.0±17.2), indicating a "moderate" level. The average score of job workflow dimensions was the lowest (10.6±2.5), indicating "dissatisfaction". Other dimensions scored at a "moderate" level. The scores for salary and welfare dimension were relatively low at (11.8±2.8) and (11.6±2.8) respectively. There were statistically significant differences in overall job satisfaction among GPs of different genders and age groups (P<0.05) ; however, no statistical significance was found among GPs with different educational backgrounds, titles, and years of work experience (P>0.05). The results of multivariate Logistic regression analysis showed that age was a significant factor affecting overall job satisfaction of GPs (P<0.05). GPs aged 30-39 [OR (95%CI) =0.132 (0.035-0.494) ] and 40-49 [OR (95%CI) =0.207 (0.065-0.664) ] had lower job satisfaction compared to those aged 50 and above (P<0.05). A total of 419 individuals made suggestions for improving their job satisfaction, resulting in a total of 427 suggestions. Among these, "improving benefits" ranked the highest (25.53%, 109/427) .
The overall job satisfaction of GPs in primary healthcare institutions in Chengdu is generally moderate, with the least satisfaction regarding workflow and the greatest desire for improved benefits. Age is a factor influencing job satisfaction among GPs. It is recommended to take effective measures to enhance job satisfaction among GPs by addressing their areas of dissatisfaction, such as streamlining workflow and implementing a system of "fair distribution according to work performance".
The organizational identity that rural doctors have towards the family doctor team will exert an impact on the work enthusiasm of rural doctors and the work quality of the family doctor team, which is related to the quality of the family doctor contracted service enjoyed by rural residents.
To explore the influencing elements of the organizational identity of rural doctors with respect to the family doctor team, and to provide practicable measures for the better operation of the family doctor team in rural districts and the improvement of the quality of the family doctor contracted service in rural areas.
From November to December in 2021, through the use of the stratified random sampling approach, a total of 1 004 rural doctors in 3 cities in Shandong Province were selected. By employing a self-designed questionnaire, the demographic characteristics, work situation and the organizational identity situation towards the family doctor team of rural doctors were investigated. Pearson correlation analysis was utilized to explore the correlation between the organizational identity of rural doctors and work-family conflict, work stability, business training and organizational isolation, and multiple hierarchical regression analysis was adopted to explore the influencing factors of the organizational identity of rural doctors.
The organizational identity of rural doctors towards the family doctor team was relatively high, with a score of (3.757 ± 0.713) points. The results of the correlation analysis showed that there is a positive correlation between business training and organizational isolation (r=0.156, P<0.01), and a negative correlation between organizational isolation and organizational identity (r=-0.287, P<0.01). The regression analysis results indicated that business training (β=0.154, P<0.001) and organizational identity (β=-0.262, P<0.001) were the influencing factors of the organizational identity of rural doctors towards the family doctor team.
Rural doctors have a relatively strong sense of identity towards the family doctor team. Doing a good job in the business training of rural doctors and reducing the degree of organizational isolation among family doctor team members will help to further strengthen the organizational identity of rural doctors towards the family doctor team.
