Management, work satisfaction and CPD

10.11 Management, work satisfaction and CPD

Aside from funding, other issues with supervisors and management appear more problematic for this group. Three of the interviewees had concerns with managers or supervisors who were radiographers. Radiographers once qualified and licensed, do not need to undergo mandatory CPD in order to work at this time. Members of the Australian Institute of Radiography (AIR) do need to complete CPD in order to remain members, but non-compliance would not result in job loss. These interviewees suggested that radiographers they know have a negative attitude about the need for CPD and what CPD entails and do not appear to understand that it is essential for accreditation.

My manager, being a radiographer, doesn’t understand CPD as such. He thinks that giving Internet access is all the support that is needed for CPD. So we’re not really supported at all. (Bob)

It is also difficult if the supervisor is not a sonographer, for example, it could be a radiographer with a chip on their shoulder about sonographers, who really do not see the big picture or understand how important CPD is and therefore there is no willingness to help. (Deidre)

The supervisor, if they are a radiographer, can introduce negative issues as they have no idea [about CPD or sonographers] and it’s difficult to make them aware. (Ellen)

From Deidre’s point of view most of her bosses (doctors) had been quite supportive of CPD, apart from one memorable radiologist who bluntly told her not to expect any more pay because of it.

There was generally a feeling that support, encouragement and recognition were essential if sonographers were not to feel valueless and question their ongoing commitment to work and to CPD, and also their ability to care for patients. They felt that support and encouragement for CPD added to job satisfaction, however, management misunderstanding of the effects of an excessive work load was a concern.

It seems that doctors have more support…people may lose the will to work [without ongoing support and encouragement]. (Bob)

Some of the radiologists are supportive, others are not. The bad attitude may be changing because they (the radiologists are getting younger and possibly more family oriented. But shortage of staff does make it harder. (Fred)

…it [CPD] also requires the boss to be encouraging as well. There needs to be extra encouragement given in the job, as churning out patients may turn some sonographers off their jobs. They then begin to wonder how valuable they are and how valuable is their job and then feel very negative about the whole thing and wonder what the point is [of CPD]. (Helen)

I would say overall patient care is decreased, but that is not directly related to CPD, in fact CPD would raise awareness about patient care. But I don’t see it as a dominant factor. I think patient lists, length of appointment times; daily demands and sonographer fatigue are more responsible for decrease in patient care. (Ann)

In many cases, sonographers are just work horses; we are expected to work harder, quicker and longer. Other staff members e.g. radiographers don’t understand at all. … the hierarchy In many cases, sonographers are just work horses; we are expected to work harder, quicker and longer. Other staff members e.g. radiographers don’t understand at all. … the hierarchy

The problem is that workloads are increasing dramatically all the time and the expectations are extremely high. (Jan)

In contrast with the foregoing comments and partly confirming Ellen’s comment The boss is very supportive and programs are run actively in the department, everyone is

very enthusiastic and he (the employer) is totally supportive. (Gloria)

Gloria made a point of mentioning that her employer was not a radiologist or a corporate body 10 , but a cardiologist who was also an academic and queried if this might have been the reason as radiologists and corporate bodies have somewhat of a reputation amongst sonographers for being non-supportive.

Finally, two of the interviewees commented that the main source of work satisfaction came from the patients in spite of not really having much support from management. Job satisfaction – patient thanks and providing accurate pictures and findings is rewarding.

(Bob)

In summary, when these interviewees discussed CPD, it was apparent that CPD was inextricably linked with work; so much so that one would not exist without the other. In this manner, working conditions become very important in the discussion of CPD. A similar impression was gained from those who commented on the survey. It was an opinion of the interviewees that lack of encouragement from an employer or supervisor may lead to loss of work enjoyment and consequent lack of will to improve with CPD. On the other hand, in a fully supportive workplace enthusiasm for CPD and learning could be achieved.

10 Sonographers work in different environments, in hospitals they generally work for radiologists, with a departmental manager as middle management. In private medical imaging departments the head of the business is often a

radiologist or partnership of radiologists, or the whole may be run as part of a large corporation which has a CEO and various levels of management. Some other sonographers may work for vascular surgeons or obstetricians and gynaecologists.

If we consider work and CPD as co-existing entities then an explanation for these findings may be found in Herzberg’s hygiene factor theory. According to the theory, working conditions such as work load, interpersonal relationships, salary and company policies are hygiene factors (Herzberg et al., 1957). An absence of any or all of the hygiene factors may lead to job dissatisfaction, further to that a lack of motivation to participate in CPD can occur. The circumstances previously described would be classed as hygiene factors and the interviewees have recognised the problems that the lack of these factors might bring.

As a point of interest, the most disaffected of the interviewees had moved to a new position, which promised better salary for fewer hours, although the fewer hours did not eventuate. Unfortunately, from her point of view, there were no other hygiene factors present in that the work load was large, there was no support from management and she did not feel respected or appreciated for what she did. She was unhappy in her work and had reached the stage where she was totally unmotivated towards CPD. Interestingly, she did still find that the patients were her only source of satisfaction during the day.

As Sachau (2007) discussed, if managers wish to increase motivation and job satisfaction, they need to provide psychological growth opportunities. These would include recognition and encouragement in work and CPD. Lohman (2000) also found that inhibitors to workplace learning included being too busy and non-recognition of services. In addition, the SWEA (2006) suggested that sufficient time at work for professional development would reduce work stress and promote self-confidence and self-esteem.