What healthcare workers want: a cross-sectional investigation of rewards in healthcare

BACKGROUND: The healthcare staffing shortage is a worldwide issue: however, ageing, retirement, and early retirement of the healthcare workforce represents only a part of the grounds leading to this shortage, as many practitioners leave or intend to leave the profession because of a perceived effort-reward imbalance. Although this phenomenon is acknowledged, and its causes and helpful measures are known, healthcare professionals are still fleeing away. AIM: The aim of this study was multiple. On the one hand, we investigated what healthcare professionals consider as rewarding and, on the other hand, whether some rewards are more significant than others. Additionally, we also inquired whether the country of employment influences reward significance and the perception of being rewarded within the workplace. Finally, we also explored potential benefits of total reward schemes in healthcare. DESIGN: A cross-sectional comparative study with quantitative design. METHOD: Data were collected through the implementation of a structured online questionnaire proposed to healthcare professional (n=325) practicing in Finland, Sweden, and Switzerland and analysed through descriptive and multivariate statistical methods. RESULTS: The obtained results indicate that healthcare professionals perceive many elements of their working life as significant rewards. However, the level of importance of a reward varies based not only on the reward’s genre, but also on the country of employment. In fact, the findings demonstrate that healthcare professionals employed in different countries have different perceptions of what is “rewarding” and of reward significance. Overall, financial rewards – salary or other secure income in particular – seem to be the most significant reward overall, specifically in Finland. The obtained results also indicate that perception of being rewarded within the workplace varies depending on the country of employment, with Finland perceiving to be the least rewarded among the three countries in analysis. Nevertheless, the potential benefits of total reward schemes in healthcare seem to be cross-sectional among the three countries in analysis, thus attributing validity to total reward schemes. CONCLUSIONS: For effective results in terms of staff attraction, retention, and motivation, healthcare practices should tailor their reward system according to reward significance and personal preferences, taking into consideration previous empirical research as well as carrying out an investigation within the organisation itself. Managers and leaders in healthcare should be taught about transformational leadership and trained on how to deliver workplace rewards effectively