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Work culture among healthcare personnel in a palliative medicine unit

Published online by Cambridge University Press:  23 October 2012

Beate André ,
Endre Sjøvold ,
Toril Rannestad ,
Marte Holmemo  and
Gerd I. Ringdal
Beate André*
Affiliation:
Research Centre for Health Promotion and Resources, The Sør-Trøndelag University College and Norwegian University of Science and Technology, Trondheim, Norway Faculty of Nursing, Sør-Trøndelag University College, Trondheim, Norway
Endre Sjøvold
Affiliation:
Department of Industrial Economics and Technology Management, Faculty of Social Sciences and Technology Management, Norwegian University of Science and Technology, Trondheim, Norway
Toril Rannestad
Affiliation:
Research Centre for Health Promotion and Resources, The Sør-Trøndelag University College and Norwegian University of Science and Technology, Trondheim, Norway
Marte Holmemo
Affiliation:
Human Resources Division, Norwegian University of Science and Technology, Trondheim, Norway
Gerd I. Ringdal
Affiliation:
Department of Psychology, Faculty of Social Sciences and Technology Management, Norwegian University of Science and Technology, Trondheim, Norway
*
Address correspondence and reprint requests to: Beate André, Faculty of Nursing, Sør-Trøndelag University College, Norway. E-mail: [email protected]
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Abstract

Objective:

Understanding and assessing health care personnel's work culture in palliative care is important, as a conflict between “high tech” and “high touch” is present. Implementing necessary changes in behavior and procedures may imply a profound challenge, because of this conflict. The aim of this study was to explore the work culture at a palliative medicine unit (PMU).

Method:

Healthcare personnel (N = 26) at a PMU in Norway comprising physicians, nurses, physiotherapists, and others filled in a questionnaire about their perception of the work culture at the unit. The Systematizing Person-Group Relations (SPGR) method was used for gathering data and for the analyses. This method applies six different dimensions representing different aspects of a work culture (Synergy, Withdrawal, Opposition, Dependence, Control, and Nurture) and each dimension has two vectors applied. The method seeks to explore which aspects dominate the particular work culture, identifying challenges, limitations, and opportunities. The findings were compared with a reference group of 347 ratings of well-functioning Norwegian organizations, named the “Norwegian Norm.”

Results:

The healthcare personnel working at the PMU had significantly higher scores than the “Norwegian Norm” in both vectors in the “Withdrawal” dimension and significant lower scores in both vectors in the “Synergy,” “Control,” and “Dependence” dimensions.

Significance of results:

Healthcare personnel at the PMU have a significantly different perception of their work culture than do staff in “well-functioning organizations” in several dimensions. The low score in the “Synergy” and “Control” dimensions indicate lack of engagement and constructive goal orientation behavior, and not being in a position to change their behavior. The conflict between “high tech” and “high touch” at a PMU seems to be an obstacle when implementing new procedures and alternative courses of action.

Keywords

Work culturePMUSPGR methodHealthcare personnel
Type
Original Articles
Information
Palliative & Supportive Care , Volume 11 , Issue 2 , April 2013 , pp. 135 - 140
Copyright
Copyright © Cambridge University Press 2012

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