Working conditions, job strain and work engagement among Belgian radiation oncologists

Publié le 06 avril 2015 • Catégorie(s) : Autres • Mot(s) clef(s) : médecins, surmenage professionnel

Auteur    I. Bragard
Auteur    I. Hansez
Auteur    P. Coucke
Volume    18
Numéro    8
Pages    723-729
Publication    Cancer Radiothérapie: Journal De La Société Française De Radiothérapie Oncologique
ISSN    1769-6658
Date    Dec 2014
Résumé    PURPOSE: This national survey has measured the working conditions, work engagement, job strain, burn out, and the negative work-home interaction among Belgian radiation oncologists with validated questionnaires. In fact, previous studies had in general shown an interest to burn out and its association with working conditions among oncology workers, but not focused on radiation oncologists in particular. Moreover, few studies concerned work engagement and its association with working conditions although this could be important in preventing burn out. METHODS: We used the WOrking Conditions and Control Questionnaire, the Positive and Negative Occupational States Inventory, the Maslach Burn out Inventory, and the negative work-home interaction subscale of the Survey Work-home Interaction Nijmegen. One open question asked about problematic job situations. RESULTS: Sixty-six radiation oncologists participated (30% response rate). Median scores of most of working conditions corresponded to normal scores. Control over time management (45.8) was close to low score, while control over future (60.9) was high. Median score of job strain (48.9) was normal, whereas median score of work engagement (60) was high. Median score of burn out was low. The mean of negative work-home interactions (1.1) was higher than the mean of 0.84 in a reference sample (t=4.3; P<0.001). The most frequent problematic situations referred to work organization (e.g. time pressure) and specific resources (e.g. chief support). CONCLUSIONS: Radiation oncologists showed a very high level of work engagement and experienced several job resources. However, some resources (as supervisor support) were missing and needed to be developed. These results were discussed in the context of motivational process described in the Job Demands-Resources Model.