一所年轻医学院在危机时期及其后的师资保留问题:一项混合方法研究的前景、挑战和建议。

IF 1.7 Q3 HEALTH CARE SCIENCES & SERVICES BMJ Leader Pub Date : 2024-02-28 DOI:10.1136/leader-2023-000900
Vanda G Yazbeck Karam, Sola Bahous, Ghada M Awada, Nazih Youssef
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引用次数: 0

摘要

背景:留住教师是高等教育机构面临的一项重大挑战,尤其是在危机时期。自 1990 年内战结束以来,黎巴嫩一直经历着经济衰退,直至 2019 年彻底崩溃。目的:本研究旨在通过实证调查,了解在前所未有的危机时期,导致教职员工流失的因素,以及促进教职员工对学校长期承诺的措施:方法:采用李克特量表进行在线匿名调查,收集了 92 名教职员工的回答。除了定量调查结果外,还对评论中出现的主题进行了定性探讨。由三名认证研究员组成的团队进行了分析。归纳分析确定了重复出现的主题,并通过编码器间可靠性检查和成员检查等步骤提高了数据的有效性。研究人员确保了方法的严谨性、主题的专业性以及主题分析的整体可靠性和有效性:共有 78 名教师参与了调查(84.8%),79.5% 的教师表示总体满意,但各项目满意度不一。教职员工对以下方面的满意度最高:相互尊重(91.0%)、对工作场所的归属感(85.9%)、院长办公室的沟通(85.9%)、支持性环境以及医学院领导对留住教职员工的承诺(82.1%)。财政援助、研究支持和专业援助被认为是留住教职员工的重要措施。领导层有效、透明的沟通被认为是危机时期的关键因素:这项研究提供了在危机时期留住教师的策略,包括确保及时支付工资、支持研究和专业发展、营造积极的工作环境和实施联系计划。领导层透明的沟通对于教师的满意度和留任至关重要。这些发现可以帮助医学院和其他在危机中面临教师流失的机构。
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Faculty retention at a young medical school in crisis times and beyond: prospects, challenges and propositions from a mixed-methods study.

Background: Retention of faculty constitutes a significant challenge for higher education institutions, especially in times of crisis. Lebanon has been experiencing economic recession since the end of its civil war in 1990 until its complete collapse in 2019. This resulted in a massive faculty exodus, escaping the daily struggle with the sinking economy.

Purpose: The purpose of this study was to empirically investigate the factors that precipitate faculty attrition and the measures that foster long-term commitment to the institution in a time of unprecedented crisis.

Methods: An online anonymous survey, using a Likert scale, gathered responses from 92 faculty members. Quantitative findings were complemented by a qualitative exploration of emergent themes in comments. A team of three certified researchers conducted the analysis. Inductive analysis identified recurring themes, with steps like intercoder reliability checks and member-checking enhancing data validity. The researchers ensured methodological rigour, subject expertise, and overall reliability and validity of the thematic analysis.

Results: A total of 78 faculty participated in the survey (84.8%), with 79.5% reporting overall satisfaction, but a varying degree of satisfaction was noted across items. Faculty satisfaction was highest in areas such as respectful interactions (91.0%), belonging to the workplace (85.9%), communication from the Dean's office (85.9%), supportive environment and medical school leadership's commitment to retaining faculty (82.1%). Financial assistance, support for research and professional assistance were identified as important retention measures. Effective, transparent communication from leadership was highlighted as a critical factor during times of crisis.

Conclusion: This study provides strategies for faculty retention in times of crisis that include ensuring timely salary payments, supporting research and professional development, fostering a positive work environment and implementing bonding programmes. Transparent communication from leadership is vital for faculty satisfaction and retention. These findings can aid medical schools and other institutions facing faculty attrition during crises.

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来源期刊
BMJ Leader
BMJ Leader Nursing-Leadership and Management
CiteScore
3.00
自引率
7.40%
发文量
57
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