Determination of pharmacy specialists’ motivation profiles in pharmacy
DOI:
https://doi.org/10.24959/uekj.19.21Keywords:
pharmacy specialists, pharmacy institution, motivation, organizational culture, adaptationAbstract
The identification of the motivation sources, and not the specific need or factor of the pharmacy specialist (PS) motivation, will allow the Pharmacy management depending on the available funds, time, organizational culture, Pharmacy development stage, and other factors to choose the most appropriate way to meet the needs of the same source of pharmacy specialist motivation.
Aim. To study the motivation sources and determine the motivational profiles of PS of pharmacy establishments (PE) as a base to create an adaptive personnel management system.
Materials and methods. Modern methods were used to achieve the goal, sociological methods, analytical analysis, logical, typological grouping and comparison. The motivation questionnaire “Motivation Sources Inventory” was proposed as a basis, which was adapted taking into account the specifics of activity in PE.
Results. Five modern sources of motivation were chosen, the research of which will allow to improve the personnel management system PE. A categorical distribution of indicators based on sources of motivation according to the length of service of the PS has been made. Group integral indicators for each source in individual groups of respondents are calculated. The group integral indicators of the sources of motivation largely vary, depending on the length of service of respondents. For category PS, group z, who work on a specialty up to 5 years, the most important sources of motivation is the internal motivation with the value of 17. For the group PS with the experience of work on a specialty up to 10 years the priority is external concept I (value 16). For Category PS with experience of work up to 15 years and above the first place is Instrumental motivation (value 16). The integrated group profiles of sources of PS motivation have been formed according to their length of service.
Conclusions. The group integral indicators for each source for individual groups of respondents have been calculated. The integrated group profiles of pharmacy specialist’ motivation sources have been formed according to their length of service. Recommendations on stimulating the pharmacy specialist by motivation sources have been given.
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