Study on the driving mechanism of the formation of doctors′ turnover intention in public hospitals based on the grounded theory
10.3760/cma.j.cn111325-20220203-00081
- VernacularTitle:基于扎根理论的公立医院医生离职意愿形成驱动机制研究
- Author:
Xin LI
1
;
Gang QIN
;
Ying HUANG
;
Mingzhi LIU
;
Shanshan LI
;
Yuan REN
Author Information
1. 济宁医学院管理学院，日照 276826
- Keywords:
Health manpower;
Hospitals, public;
Turnover intention;
Influencing factors;
Driving mechanism;
Grounded theory
- From:
Chinese Journal of Hospital Administration
2022;38(4):250-255
- CountryChina
- Language:Chinese
-
Abstract:
Objective:To explore the driving mechanism contributing to doctors′ turnover intention in public hospitals based on the grounded theory.Methods:" Willingness or intention for doctors to quit public hospitals" was used as the theme word, and the literature was retrieved from CNKI published from January 1, 2017 to January 1, 2022. Based on the grounded theory, NVivo 11.0 software was used for a qualitative analysis of the literature. The three-level coding method of open coding, axial coding and selective coding was used to identify the main categories affecting the willingness of doctors to quit public hospitals. On this basis, the driving mechanism model was integrated. In-depth interviews with hospital managers were used to test the theoretical saturation.Results:When 31 papers were coded, four level-1 influencing factors of the formation of doctors′ turnover intention in public hospitals were summarized: career selection deviation, practice reality, perceived experience and external opportunity. Among them, perceived experience was the direct driving factor; career selection deviation was the initial driving factor, and the practice reality was the key driving factor, both of them affected the perceived experience; external opportunity was the possible driving factor.Conclusions:In order to prevent doctors from willing to leave, the following measures are expected: the hospital management should improve both its recruitment evaluation indexes and recruitment effectiveness; pay attention to doctors′ psychological capital management and cultivate positive perception; promote the reform of performance pay, emphasize fairness and value; pay attention to employee relationship management and build a supportive hospital culture.
