Measures to Increase Job Satisfaction of Oncologists at Outpatient Cancer Centers

Abstract

Introduction: Job satisfaction of oncologists at outpatient cancer centers is an important factor that determines not only personal well-being of a doctor, but also the effectiveness of provision, quality and availability of primary specialized oncological care. Objectives: To assess the risk of emotional burnout and to determine the level of job satisfaction of oncologists working in outpatient departments in order to propose actions to reduce the risk of job burnout and to elaborate measures promoting job satisfaction. Materials and methods: In June–August 2022, as part of quantitative sociological surveys, 71 oncologists of Outpatient Cancer Centers located in Moscow and the Moscow and Ivanovo Regions were interviewed to assess their job satisfaction using V.A. Rozanova’s questionnaire. In addition, we conducted a qualitative sociological study consisting of six in-depth interviews with healthcare experts, including heads of federal and regional cancer clinics. Results: We established that 21.1 % of the respondents were not satisfied with their job. Male specialists and surgeons demonstrated significantly lower job satisfaction than their colleagues. The main reasons for such dissatisfaction were the amount and fairness of wages, long working hours, disunity of actions between employees when performing collective tasks, and the leadership style of the chief. As measures to optimize the performance, the respondents emphasized better equipment of departments, impartial record of achievements of each employee for fair incentive pays, clear distribution of duties and responsibilities within implementation of collective project tasks, creation of opportunities for paid extra work, and organization of regular meals at the expense of the employer. Conclusions: The main ways to increase job satisfaction of oncologists at outpatient cancer centers can be optimization of the incentive system that takes into account individual performance indicators, effective organization of the workflow in departments and their sufficient equipment, elaboration of personal development plans, organization of additional formal internal communication channels, an increase in the level of knowledge, skills and abilities of chief medical officers in the field of human resource management, and expansion of employee benefits based on their preferences.