Applying Organisational Behaviour theories to improve rural Allied Health recruitment and retention. Presenter: Chris Challis
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1 Applying Organisational Behaviour theories to improve rural Allied Health recruitment and retention Presenter: Chris Challis
2 RURAL JOBS MUST COMPETE EFFECTIVELY IN THE MARKETPLACE!
3 What factors influence the competitiveness of rural jobs? 1. Global marketplace 2. Industry Sectors 3. Australian population trends 4. * Regional Issues 5. * The job itself 6. * Recruiter s skills
4 Competitive factors regional Tasmanian context Lifestyle positive (for some applicants) Restricted education and employment opportunities Dispersed population with some remote areas Allied Health workforce shortages No Commonwealth incentives - AH mal distribution Lack of Allied Health clinical schools State based registration boards Less accessible Prof Development
5 Job itself competitive? attractive? How can rural Allied health employers; Remove job dissatisfaction elements turn offs & offer jobs that are intrinsically satisfying?
6 Organisational Behaviour Herzberg et al ( ) studied sources of job satisfaction and dissatisfaction in groups of professional employees. Herzberg, F. (1966) Work and the Nature of Man. Cleveland: World Herzberg, F. (1976) The Managerial Choice: To be efficient and to be Human. Homewood, Dow- Jones Irwin.
7 ORGANISATIONAL BEHAVIOUR THEORIES Findings; There were 2 elements about any job; one determined job dissatisfaction, the other determined job satisfaction Job satisfaction and dissatisfaction are not opposites of the same experience but are 2 separate events. Knowles, M. Organisational behaviour: changing concepts and applications. Artarmon: Harper & Row, 1990.
8 ORGANISATIONAL BEHAVIOUR THEORY Herzberg says Job dissatisfaction extrinsic / job context hygiene Job satisfaction intrinsic / job content motivators
9 Dissatisfaction / Satisfaction Working conditions Salary Personal relationships Management Status Supervision Job Complexity Achievement Recognition Responsibility Promotion Growth Security
10 Herzberg s Theory says Job satisfaction Remove dissatisfaction elements first, then develop the motivating influences
11 Sources of Job dissatisfaction Working conditions Flexible hours / work life balance Part time & full time jobs Adequacy of staffing levels Access to IT rural e health paradox Modern workspaces appropriate room sharing Tools & equipment not make do
12 Sources of Job dissatisfaction Salary Parity - $, HQA, Travel allowance Salary packaging Higher levels of remuneration e.g. Senior Clinician level Fringe Benefits e.g. mobile phone Access to Prof Development paid conference leave, study leave Relocation costs Remote area allowances Rental assistance Childcare support Increased annual leave (6 weeks)
13 Sources of Job dissatisfaction Personal Relationships Positive relationships Disputes settled quickly Build professional networks Configure workforce to spend time with others - sole positions - critical mass / rotations - therapy assistants - multidisciplinary teams
14 Sources of Job dissatisfaction Management Experienced in AH management understanding of professional / operational issues Workable mgt structures line / professional or matrix Supportive of best practice Simplicity in procedures Open lines of communication
15 Job Satisfaction Best Bet Job complexity is the greatest indicator of job satisfaction! Gerhart B. How important are dispositional factors as determinants of job satisfaction? Implications for job design and other personnel programs. J Applied Psychology 1987; 72,3:
16 Increase Job Satisfaction Increase Job Complexity Lots of variety, new challenges, less repetition Problem solving skills & creative thinking Project work Business planning Quality improvement Increase health promotion component Link to Graduate research programs Often, rural staff are too busy with caseload!
17 Increase Job Satisfaction Achievement Making a difference Targets, output volumes not burning out Regular feedback / performance appraisal Recognition Organisation appreciates your contribution thank you Responsibility Increase authority to staff Committees / students / HR & Finance roles Promotion Career pathways Personal Growth
18 Summary - Rural jobs must be good enough to compete! - There are regional barriers to overcome - Recruitment skills are critical for success - Make your Job great! - Review your organisational environment aim to remove dissatisfaction elements - Redesign & enrich your jobs make them satisfying job complexity is the strongest predictor of job satisfaction!
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