A Scale to Measure the Joy in Work of Doctors: Development, Validity, and Reliability

Background: The aim of this study is to develop a scale and evaluate its' validity and reliability to measure the joy in work of doctors.Methods: Based on literature review and panel discussion, the scale framework and item pool were determined. Next, the items were modified by two rounds of expert consultation. Then the pre-investigation was applied and the formal version of scale was formed. Last, the reliability and validity of the scale were tested with 426 physicians.Results: The scale was composed of four dimensions: work autonomy needs, competency identification needs, competency perception needs and work relationship needs. Each dimension had 7 items, and both reliability and validity were acceptable. The Cronbach α coefficient and half-reliability coefficient of the whole scale were 0.954 (>0.9) and 0.974 (>0.9). The Spearman correlations of item-total score ranged from 0.556 to 0.749, indicating a good-item total score correlation. The χ 2/ df, RMSEA, RMR, GFI, CFI, and TLI, CFA of the maximum likelihood method supported a good fit with the model.Conclusions: Based on the self-determination theory, this study develops a scale to measure the joy in work of doctors. It has good validation and reliability, which is useful for doctors and medical institutions to take steps to improve happiness.

130 Adaptation of IHI Joy-in-Work framework to reduce burnout among postgraduate trainees

Primary Subject area Physician Wellness Background Physician burnout is a psychological phenomenon with serious and pervasive consequences on physicians’ mental health, patient safety, and quality of care. Burnout is multifactorial, originating from systemic issues, organizational culture and individual coping skills. Burnout is more common in residency training. Residents experience burnout more intensely due to lack of autonomy, self-efficacy and exposure to mistreatment. Residents are also frontline workers and the future healthcare givers. Organization-led interventions mostly focus on building resilience and mindfulness without addressing systems-level issues. In our study, we attempted to shift the paradigm to address system-level concerns first. We aimed to adapt Joy-in-Work: a quality improvement framework developed by the Institute for Healthcare Improvement (IHI). This program allows residents to identify system problems that are meaningful to them and empower them to work as a team, taking back their autonomy and self-efficacy. Objectives To demonstrate that Joy-in-Work can be adapted effectively into a residency training program to reduce burnout and improve psychological safety among residents. Design/Methods The four steps of Joy-in-Work were implemented for residents in a level 3 neonatal intensive care unit. Residents engaged in “what matters” conversations through survey and group meetings, and identified impediments to Joy-in-Work. By applying QI methodology, residents identified priority interventions to eliminate impediments. Finally, the effectiveness of interventions was evaluated. Primary outcomes included prevalence of burnout and psychological safety; secondary outcomes assessed control over workload, and organizational culture. An IHI 12-item questionnaire was administered at baseline and after the interventions. To assess sustainability, a survey was also conducted one year after the implementation. We assessed adherence to interventions, nurse practitioners’ satisfaction and residents’ workload indicators. Results Through the implementation of Joy-in-Work, residents identified autonomy and work life integration as priorities. Stakeholders developed two interventions: change call schedule according to residents’ preferences and earlier afternoon handover time. Burnout was 77.8%, 50% and 75% for three survey periods respectively. Psychological safety increased consistently from 16.7% to 37.5% to 43.8%. Lack of control over workload dropped sharply from 72.2% to 12.5%, with a rebound to 56.3%. Most secondary outcomes demonstrated a similar pattern of positive change initially with reversion to baseline. Conclusion We demonstrated that Joy-in-Work is successfully adaptable into a residency setting. Implementation through residents’ engagement and empowerment can decrease burnout and improve psychological safety significantly. The process itself was likely the key driver for achieving positive outcomes rather than the actual interventions. Sustainability remains a key issue that requires systems support.

Quality improvement in practice—part two: applying the joy in work framework to healthcare

As healthcare systems emerge from the COVID-19 and begin the process of recovery and rebuilding, it is more important than ever to find systematic ways to ensure that all healthcare staff are focusing on their wellbeing, are able to reflect on new ways of working and find methods to improve their experience at work. This article, the second in a three-part series on the practical application of quality improvement in healthcare, presents four case studies that demonstrate the learning from four healthcare systems that have been applying both quality improvement and the Institute for Healthcare Improvement's ‘joy in work’ framework to enhance staff wellbeing and experience. These case studies demonstrate the benefits of involving staff deeply in the process of understanding factors that impact on experience at work, developing and testing creative ideas that can make a difference. The ideas that emerged were diverse and highly contextualised to the local service. Ideas related most strongly to four areas: wellness and resilience, daily improvement, camaraderie and teamwork, and recognition and reward. The systematic approach that quality improvement brings is potentially replicable across all healthcare settings, and can provide a way for all teams to have greater ownership and control over their wellbeing and experience at work.

Quality improvement in practice—part 1: creating learning systems

Applying quality improvement methods to solve complex quality issues involves people deeply. People discover solutions, test and adapt ideas, thereby giving them autonomy and control over the system in which they work. Focusing quality improvement on what matters most for staff and service users creates the opportunity to bring a deeper sense of meaning and connection to purpose, both of which are integral to joy in work. When applying quality improvement at scale within large organisations or systems, bringing teams together in learning systems can provide a critical structure to build skills, collaborate and learn from one another. This article describes the core elements of learning systems designed to support quality improvement and joy in work, illustrated through two examples. The framework can be applied at different levels of a system, including the individual, the team and the organisation, or even to a large improvement effort across organisational boundaries. The next article in this series will discuss the application of the joy in work framework to healthcare settings.

Addressing Systemic Causes of Physician Burnout: Improving Joy in Work

Healthcare provider burnout has been shown to result in lower staff engagement levels and reduced work satisfaction, which correlates with lower patient experience scores, lower productivity, and increased workplace accidents. By making work engaging and restoring joy, healthcare leadership can reframe barriers to reduce burnout. This paper presents the results of an organizational system-wide intervention designed to rethink the approach to lowering burnout by improving joy in work to address provider well-being at the Guthrie healthcare system. System wide and targeted area strategies were used to create change over a 1-year interval of intervention. After endpoint data was collected, eight power items had positive change for this healthcare system. Scheduling and recognition emerged as system wide areas in need of reform.

Perceived Burden Due to Registrations for Quality Monitoring and Improvement in Hospitals: A Mixed Methods Study

Background: Quality indicators are registered to monitor and improve the quality of care. However, the number and effectiveness of quality indicators is under debate, and may influence the joy in work of physicians and nurses. Empirical data on the nature and consequences of the registration burden are lacking. The aim of this study was to identify and explore healthcare professionals’ perceived burden due to quality registrations in hospitals, and the effect of this burden on their joy in work. Methods: A mixed methods observational study, including participative observations, a survey and semi-structured interviews in two academic hospitals and one teaching hospital in the Netherlands. Study participants were 371 healthcare professionals from an intensive care unit (ICU), a haematology department and others involved in the care of elderly patients and patients with prostate or gastrointestinal cancer. Results: On average, healthcare professionals spend 52.3 minutes per working day on quality registrations. The average number of quality measures per department is 91, with 1380 underlying variables. Overall, 57% are primarily registered for accountability purposes, 19% for institutional governance and 25% for quality improvement objectives. Only 36% were perceived as useful for improving quality in everyday practice. Eight types of registration burden were identified, such as an excessive number of quality registrations, and the lack of usefulness for improving quality and inefficiencies in the registration process. The time healthcare professionals spent on quality registrations was not correlated with any measure of joy in work. Perceived unreasonable registrations were negatively associated with healthcare professionals’ joy in work (intrinsic motivation and autonomy). Healthcare professionals experienced quality registrations as diverting time from patient care and from actually improving quality. Conclusion: Registering fewer quality indicators, but more of what really matters to healthcare professionals, is key to increasing the effectiveness of registrations for quality improvement and governance. Also the efficiency of quality registrations should be increased through staffing and information and communications technology solutions to reduce the registration burden experienced by nurses and physicians.

Endocrinologist Burnout: We Need to Tackle It and Bring Joy to Work

Context Physician burnout is a national problem that has gained increasing attention among the medical community. Many organizations like the American Medical Association, American College of Physicians, and the National Academy of Medicine are taking action. Evidence Acquisition Endocrinologists and other members of the endocrine community are not immune to burnout. Approximately 47% of endocrinologists report feeling burnt out or have experienced symptoms of burnout, and this number is rising. Evidence Synthesis The consequences of burnout include personal factors such as stress, depression, and risk of suicide as well as organizational impacts like decreased quality of care, increased clinical errors, reduced empathy for patients, decreased patient satisfaction, and higher turnover rates, with some physicians leaving practice altogether. Burnout has substantial economic impacts at an organizational level, and high costs are associated with replacing, recruiting, and retraining endocrinologists. Endocrinologists identified feeling a lack of respect from administration, excessive bureaucratic tasks, increased computerization, emphasis on profit that has contributed to loss of control over schedules, and insufficient compensation as top contributors to burnout. One strategy to address burnout is to focus on the promotion of joy in work. Joy in work is guided by 4 key themes: meaning, camaraderie, choice, and equity. Each of these themes can be implemented through cocreating solutions. We discuss how each theme can be addressed among endocrine practices. Conclusion Ultimately, initiatives need to be implemented across the endocrinology community to cultivate joy and reduce burnout.