Abstract
ObjectivesThe authors examined the associations between work engagement, job satisfaction, and turnover intentions among family medicine residency (FMR) managers.MethodsWe conducted a cross-sectional online survey of 511 FMR manager members of the Association of Family Medicine Administration using purposive sampling. The Utrecht Work Engagement Scale, Job Satisfaction Survey, and Boshoff and Allen’s 3-item scale were used to assess work engagement, job satisfaction, and turnover intentions respectively. Descriptive statistics, Chi-Square tests, Pearson’s correlations, 2-way contingency table analysis, and hierarchical regression analyses were used to analyze the data. ResultsThe response rate was 70.6% (389/551). Work engagement was positively correlated with job satisfaction (r[387]=.513, p<.001) and negatively correlated with turnover intentions (r[368]=.580, p<.001). Turnover intention was negatively correlated with job satisfaction (r[387]=-.690, p<.001). Positive assessment of nature of work (t[364]=15.06, p<.001), fringe benefits (t[364]=6.89, p<.001), communication (t[364]=2.27, p<.05), and promotion (t[364]=2.48, p<.05) predicted work engagement. Work engagement (t[364]=-4.31, p<.001), pay (t[364]=-3.71, p<.001), supervision (t[364]=-3.51, P<.01), contingent rewards (t[364]=-2.39, p<.05), nature of work (t[364]=-2.16, p<.05), and communication (t[364]=-2.15, p<.05) predicted turnover intentions. ConclusionsOur findings demonstrate associations between work engagement, job satisfaction, and turnover intentions. When medical residency managers are emotionally and cognitively engaged at work, they tend to remain in the organization, validating and rewarding organizations that foster employee engagement. Further studies are needed to establish a causal relationship between work engagement, job satisfaction, and turnover intentions and to investigate other potential factors that could contribute to enriching the job satisfaction of this crucial group of professionals.
Highlights
Medicine residency (FMR) managers are crucial to the success of family medicine residency programs
The mean turnover intentions score declined linearly from 12.58 for managers who reported dissatisfaction with their work to 5.28 (SE = 0.23) for those who were satisfied with their jobs (p
Our results show that the prospect of promotion is a predictor of work engagement among managers, but opportunities to advance in medical residency programs are often limited
Summary
Medicine residency (FMR) managers are crucial to the success of family medicine residency programs. The role of the residency manager has been administrative and clerical; since the Accreditation Council for Graduate Medical Education’s (ACGME) Accreditation System (NAS) began in 2013 in the United States of America, managers’ roles have expanded to include more managerial and liaison responsibilities. In addition to a significant increase in data management and accreditation validation documentation responsibilities, managers commonly oversee communications between program directors and faculty members, residents, applicants, staff and representatives of hospitals, medical schools, and multiple external organizations.. Residency program managers insofar are responsible for the administrative duties in medical residency programs within a teaching hospital or medical. A wide variety of job titles are used for FMR managers, including program coordinator, academic coordinator, program administrator, residency manager, and program manager. This study uses the title of “family medicine residency manager” to encompass all the various job titles of FMR administrators
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