Job satisfaction of therapy radiographers in the UK : results of a phase I qualitative study

PROBST, Heidi and GRIFFITHS, Sue (2009). Job satisfaction of therapy radiographers in the UK : results of a phase I qualitative study. Radiography, 15 (2), 146-157.

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Official URL: http://dx.doi.org/10.1016/j.radi.2008.02.003
Link to published version:: 10.1016/j.radi.2008.02.003

Abstract

Background: Department of Health (DoH) vacancy data for radiography have been consistently higher than other allied health professions. In radiotherapy there has been ongoing concern about recruitment and retention. It is therefore useful to consider what elements of the job and the work environment influence jobsatisfaction and intentions to leave in therapyradiographers (therapists), in order to stem any future losses from the profession.

Aim: To identify and explore the current and developing roles and responsibilities of therapists and the impact of these factors on jobsatisfaction.

Design: An interpretive study utilising unstructured interviews with qualified practitioners was undertaken across three radiotherapy centres in England. A Grounded Theory approach was utilised within a case study design.

Setting and participants: Three radiotherapy centres were the focus of this phaseIstudy. Centres were geographically close but with historically different vacancy rates (based on the DoH vacancy data). A total of 18 therapists across a range of grades and experience participated in the one to one interviews.

Results: From the interviews, factors which influence jobsatisfaction fall under three main headings: job design, leadership and organisational governance, and stress or burnout. A preliminary model is proposed to explain how jobsatisfaction changes with level of responsibility (which is primarily linked to job design and opportunities for autonomy) and job-tenure. Leadership and aspects of organisational governance (such as perceived fairness in application of departmental policies) and stress or burnout appear to moderate jobsatisfaction and leaving intentions.

Conclusion: This study provides some preliminary qualitative data to help managers design retention strategies. These strategies should initially focus on job redesign, development of appropriate leadership qualities in those within supervisory roles and minimising opportunities for stress and burnout. This data will be tested in a wider quantitative survey phase.

Item Type: Article
Research Institute, Centre or Group: Centre for Health and Social Care Research
Identification Number: 10.1016/j.radi.2008.02.003
Depositing User: Rebecca Jones
Date Deposited: 31 Aug 2012 10:50
Last Modified: 31 Aug 2012 10:50
URI: http://shura.shu.ac.uk/id/eprint/5601

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