J Am Pharm Assoc (2003). 2020 Nov-Dec;60(6):809-817. doi: 10.1016/j.japh.2020.04.009. Epub 2020 May 7.
Health care companies are increasingly interested in developing and maintaining employee motivation. However, this can be challenging with different professions working together in delivering telephonic medication therapy management services. The purpose of the study is to assess employees' perceptions of performance metrics, strategies to achieve those metrics, motivational work factors, and barriers to achievement at a medication management center (MMC).
Focus group using purposive sampling.
Six in-person focus groups were conducted with the MMC employees.
Separate focus groups were conducted for pharmacists, student pharmacist interns, and pharmacy technicians. Each group consisted of approximately 5 participants, lasted roughly 1 hour, and was facilitated by trained qualitative researchers.
The semistructured sessions involved participants responding to open-ended, predetermined questions introduced by a facilitator. The sessions were audio-recorded and transcribed for analysis. Two independent reviewers analyzed the transcripts; a third independent reviewer facilitated a consensus to resolve discrepancies.
Thirty MMC employees, with an average age of 32.1 ± 10.5 years, participated; most of them (73.3%) were women and had worked at the MMC for an average of 2.8 ± 2.2 years. Six themes were identified: (1) awareness and understanding of performance measures; (2) perceptions of performance measures; (3) suggested changes to make the performance measures more reflective of their roles; (4) motivating factors to improve performance; (5) performance barriers; and (6) strategies to achieve performance goals. The intrinsic motivational factors included providing patient care, helping change patients' lives, and meeting work goals. The extrinsic motivational factors included remuneration, management, teamwork, work environment, and feedback. The performance barriers were unrealistic goals, lack of feedback, ineffective communication, and inconsistent operational procedures.
These study findings contribute to a growing body of research surrounding employee motivation within organizations with diverse workforces. Future work is warranted to investigate employee motivation in similar pharmacy-related settings.
医疗保健公司越来越有兴趣培养和维持员工的积极性。然而，在提供电话药物治疗管理服务时，不同专业的人员共同合作可能会带来挑战。本研究旨在评估药物管理中心（MMC）员工对绩效指标、实现这些指标的策略、激励工作因素以及实现目标的障碍的看法。
使用目的抽样的焦点小组。
在 MMC 员工中进行了 6 次现场焦点小组。
为药剂师、实习药剂师和药剂技术员分别进行了焦点小组。每组大约有 5 名参与者，持续大约 1 小时，由经过培训的定性研究人员主持。
共有 30 名 MMC 员工参加了研究，平均年龄为 32.1 ± 10.5 岁，其中大多数（73.3%）为女性，在 MMC 的平均工作时间为 2.8 ± 2.2 年。确定了 6 个主题：（1）对绩效指标的认识和理解；（2）对绩效指标的看法；（3）建议对绩效指标进行更改，使其更能反映他们的角色；（4）提高绩效的激励因素；（5）绩效障碍；（6）实现绩效目标的策略。内在激励因素包括提供患者护理、帮助改变患者的生活和实现工作目标。外在激励因素包括薪酬、管理、团队合作、工作环境和反馈。绩效障碍包括不切实际的目标、缺乏反馈、沟通不畅和操作程序不一致。
这些研究结果为在具有多元化员工队伍的组织中围绕员工激励开展的越来越多的研究做出了贡献。未来有必要在类似的药学相关环境中研究员工激励。
