ABSTRACT
Hintergrund Die SARS-CoV-2-Pandemie hat Auswirkungen auf das Wohlbefinden von Beschäftigten im Gesundheitswesen. Insbesondere der Einfluss des arbeitsbezogenen Kohärenzgefühls sowie der wahrgenommenen organisationalen Unterstützung auf das Burnout-Level von Ärzt*innen in Akutkrankenhäusern in Deutschland ist weitgehend unbekannt. Methode Im Dezember 2020 und Januar 2021 wurden Ärzt*innen von 81 Krankenhäusern in Hessen (Deutschland) online befragt. Es wurden die Instrumente BAT (Burnout Assessment Tool), Work-SoC (arbeitsbezogenes Kohärenzgefühl), POS-s (wahrgenommene organisatorische Unterstützung – Kurzfassung) sowie literaturbasierte Items genutzt. Ergebnisse Von 181 Ärzt*innen wiesen 34 % ein moderates oder hohes Burnout-Level auf, 21 % würden nach der Pandemie den Arbeitsplatz wechseln. Je höher der Work-SoC (β = −0,560;p < 0,001) und je höher der POS-s (β = −0,125;p < 0,05), desto niedriger ist das Burnout-Level. Die Patienten nicht ausreichend fachlich versorgen zu können, hat einen negativen Einfluss auf das Kohärenzgefühl. 46,4 % gaben an, sich nicht durch Angebote des Arbeitgebers während der SARS-CoV-2-Pandemie qualifiziert zu fühlen. Sie wünschten sich Angebote zu Achtsamkeits- und Resilienzförderung (45 %), Notbetreuungsangebote für Kinder (41 %) und Krisenhelfer im Team (32 %). Schlussfolgerung Unabhängig von der Pandemie gilt es, gesundheitsförderliche Rahmenbedingungen zu schaffen, die kohärentes Arbeiten ermöglichen und „moralischen Verletzungen“ vorbeugen oder es ermöglichen, diese zu bearbeiten.
ABSTRACT
Experiencing leadership in the Corona pandemic in Hessian general hospitals: A descriptive qualitative study Abstract. Background: The second corona pandemic wave is leading to high work demands on the part of nurses and managers of Hessian general hospitals. The associated organizational challenges result in burdens for the managers. Aim: Due to the importance of leaders in securing care structures, this study aims to explore their perception of their leadership role in dealing with the pandemic management. Methods: Telephone qualitative expert interviews with 13 ward and 13 nursing managers of Hessian general hospitals form the basis for the qualitative content analysis that structures the content. Results: To support the nursing staff, the managers choose a personal caring leadership style that also includes the psychosocial needs of the nursing staff. For their part, managers are exposed to high levels of burden, which they counter with professional experience, resilience and an optimistic attitude, among other things. Conclusions: Health-related leadership is essential for maintaining the health of employees. The self care of managers as well as the integration of workplace health promotion into the corporate goal of hospitals should receive more attention for the current and future safeguarding of crisis management.
ABSTRACT
The situation of nurses in hospitals during the second wave of the COVID-19 pandemic: an online survey Abstract. Background: The COVID-19 pandemic has an impact on stress and wellbeing of nurses. Anxiety of infection, lack of protective equipment and insufficient expertise in care of these patients were described as reasons of burnout. Aim: The influence of work-related sense of coherence as well as perceived organizational support on the burnout level and the intention to leave the job will be explored. Method: In December 2020 and January 2021, staff of 81 hospitals in Hessia, Germany were invited to participate in an online survey using the BAT (Burnout-Assessment-Tool), work-SoC (work-related - Sence of Coherence), the POS-s (perceived organizational Support - short version) and items based on a literature review. Results: Of 595 nurses, 47.6% showed a moderate or high burnout level, 20.7% want to leave the job after the pandemic. The higher the work-SoC (ß = -0.467; p < 0.001) and the higher the POS-s (ß = -0.178; p < 0.001), the lower the burnout level. Trainings in the organization were mentioned by 24.7% of the nurses as a positive factor. They missed support in mindfulness and resilience training, in child care and health-related topics. 55.1% did not agree that the employer does everything to support them. Conclusions: Regardless of the pandemic, salutogenic leadership is required, which deals with "moral injuries" of employees as a result of implicit rationing and foster health-related support.