Centre for Midwifery, Child and Family Health, Faculty of Nursing, Midwifery and Health, University of Technology Sydney, P.O. Box 123, Broadway NSW 2007, Australia.
Midwifery. 2011 Jun;27(3):331-5. doi: 10.1016/j.midw.2011.01.007. Epub 2011 Apr 1.
The Australian health workforce is experiencing workforce shortages like many other countries. Managing retention is one important element of workforce planning. Determining the drivers of retention in midwifery can assist workforce planning. The objective of this study was to determine the factors that contribute to the retention of midwives, that is, why do midwives stay?
A descriptive design was undertaken in two phases. Phase one used focus groups to adapt a questionnaire used in the 'Why Midwives Stay' study in England for the Australian context. Phase two used the questionnaire to collect qualitative and quantitative data.
One area health service in New South Wales, Australia.
392 midwives employed in the area health service either full-time, part-time or on a casual basis were invited to participate and 209 (53%) responded.
The majority of respondents were women aged 23-69 years (mean age 42 years). Just over half had received their midwifery qualification through the hospital-based system which was usual prior to 1994 reflecting the age of the cohort. The top three reasons for staying in midwifery were 'I enjoy my job', 'I am proud to be a midwife' and 'I get job satisfaction'. Job satisfaction was received when midwives felt that they made a difference to women, had positive interactions with women in their care and saw women happy. The motivation to keep going was achieved through having a positive outlook; having job satisfaction, and, having work colleagues with a sense of belonging.
The findings have implications for the organisation of care, models of care, and management systems. Health services and departments of health need to consider these issues especially in an environment of workforce shortages. Addressing the way care is arranged and how staff are supported may lead to higher retention rates, thus reducing costs.
与许多其他国家一样，澳大利亚的卫生劳动力也面临劳动力短缺的问题。管理留用是劳动力规划的一个重要组成部分。确定助产士留用的驱动因素可以协助劳动力规划。本研究的目的是确定促成助产士留用的因素，即为什么助产士会留下来？
采用描述性设计，分两个阶段进行。第一阶段使用焦点小组来调整在英国进行的“为什么助产士留下来”研究中使用的问卷，使其适用于澳大利亚的情况。第二阶段使用该问卷收集定性和定量数据。
澳大利亚新南威尔士州的一个地区卫生服务机构。
该地区卫生服务机构共邀请了 392 名全职、兼职或临时雇用的助产士参加研究，其中 209 名（53%）做出了回应。
大多数受访者为 23-69 岁的女性（平均年龄 42 岁）。超过一半的人通过基于医院的系统获得了助产士资格，这在 1994 年之前是常见的，反映了这一群体的年龄。选择继续从事助产士工作的前三个原因是“我喜欢我的工作”、“我为成为一名助产士感到自豪”和“我获得了工作满意度”。当助产士觉得自己对女性有影响、与护理中的女性有积极的互动并看到女性快乐时，就会获得工作满意度。继续前进的动力来自于积极的态度；获得工作满意度，并与有归属感的同事一起工作。
研究结果对护理组织、护理模式和管理系统都有影响。卫生服务机构和卫生部门尤其需要在劳动力短缺的环境下考虑这些问题。解决护理安排的方式以及如何支持员工可能会导致更高的留用率，从而降低成本。
