| Literature DB >> 25025428 |
Julia C Seelandt1, Reto M Kaderli2, Franziska Tschan1, Adrian P Businger3.
Abstract
BACKGROUND: The aim of this study was to identify the factors perceived by surgeons that promote surgery as an attractive or unattractive career choice for today's graduates. In addition, it examined whether the perspectives of surgeons in different professional situations converges. The content of work, contextual work conditions, and calling to this job are discussed in the context of choosing surgery as a career.Entities:
Mesh:
Year: 2014 PMID: 25025428 PMCID: PMC4099181 DOI: 10.1371/journal.pone.0102756
Source DB: PubMed Journal: PLoS One ISSN: 1932-6203 Impact factor: 3.240
Demographic data of the participants (N = 492).
| Characteristic | Value |
| Hierarchical position | |
| Resident (board-certified) | 22 (4.5) |
| Attending | 109 (22.2) |
| Consultant | 94 (19.1) |
| Head of department | 123 (25) |
| Surgeon in private practice | 144 (29.3) |
| Hospital category | |
| Type U | 68 (13.8) |
| Type A | 116 (23.6) |
| Type B3 | 44 (8.9) |
| Type B2 | 67 (13.6) |
| Type B1 | 41 (8.3) |
| Private practice | 97 (19.7) |
| Others | 57 (11.6) |
| Language region of the workplace | |
| German-speaking | 376 (76.4) |
| French-speaking | 84 (17.1) |
| Italian-speaking | 14 (2.8) |
| Romansh-speaking | 7 (1.4) |
| Others (mixed German-French) | 11 (2.2) |
| Women/men | 62 (12.6)/430 (87.4) |
| Age (yr) | 49.5±9.6 |
Values in parentheses are percentages.
*Type U: university hospitals, Type A: large referral centers, Type B3: regional or specialized hospitals, Type B2/B1: small regional surgical. departments.
Factors that promote the choice of surgery as a career choice.
| Main category | Subcategory | Example responses |
| Task characteristics | ||
|
| “curative” | |
| “meaningfulness of the profession” | ||
| “responsibility that is very worthwhile” | ||
|
| “challenging job” | |
| “varied” | ||
| “versatile” | ||
| “dynamic discipline” | ||
|
| “teamwork” | |
| “possibility of teamwork” | ||
| Contextual factors | ||
|
| “prestige” | |
| “appreciation” | ||
| Good | “bright future prospects ” | |
| “rather good job opportunities given the anticipated lack of qualified specialists” | ||
|
| “loosen strict requirements concerning working hours” | |
| Surgery as a calling | ||
|
| “passionate professional” | |
| “fascination for the subject” | ||
|
| “pleasure of manual activity” | |
| “handcraft” | ||
|
| “handcraft and intellect and humanity” | |
| “connection hand-heart-brain” | ||
|
| “proximity to the patient” | |
| “contact with patients” | ||
|
| “technical progress” |
Factors that discourage the choice of surgery as a career choice.
| Main category | Subcategory | Example responses |
| Work characteristics | ||
|
| “a lot of night work” | |
| “physical work load” | ||
| “high stress level” | ||
|
| “hierarchy” | |
| “arrogance” | ||
| “dealing with colleagues” | ||
| “absolute dependency on mentors and university hospitals” | ||
|
| “excessively high responsibility” | |
| “high responsibility” | ||
|
| “high requirements for candidates” | |
| “contractual conditions for consultants” | ||
| Contextual factors |
| “long training period” |
| “insufficiently structured apprenticeship results in inadequate operative experience” | ||
| “overspecialization“ | ||
|
| “uncertainty” | |
| “lack of prospects” | ||
| “unclear development” | ||
|
| “sacrificing many things (social, family)” | |
| “raising a family is more difficult for women” | ||
| “working part time hardly possible” | ||
|
| “dependent on politics” | |
| “health policy” | ||
| “health care insurer” | ||
|
| “little surgery a lot of administration” | |
| “handcraft is substituted by administration” | ||
|
| “decreasing income” | |
| “little reward for the effort” | ||
| “less status” | ||
| “it is nothing special anymore” | ||
| “lack of appreciation” |
Promoting statements, with the number of participants for categories and subcategories listed by hierarchical position.*
| Category | Subcategory | Total number ofparticipants (%) | Resident (n = 22) | Attending (n = 109) | Consultant (n = 94) | Head ofdepartment(n = 123) | Surgeon inprivate practice(n = 144) | CHI2 = (4, n = 492) | P |
| Task characteristics | 149 (29.1) | 6 (27.3) | 37 (33.9) | 30 (31.9) | 39 (31.7) | 33 (22.9) | 4.643 | 0.326 | |
| Meaningfulness & responsibility | 78 (15.2) | 1 (4.5) | 20 (18.3) | 16 (17) | 18 (14.6) | 22 (15.3) | 2.901 | 0.574 | |
| Challenge & task variety | 89 (17.4) | 6 (27.3) | 22 (20.2) | 19 (20.2) | 23 (18.7) | 16 (11.1) | 6.678 | 0.154 | |
| Teamwork | 15 (2.9) | 1 (4.5) | 4 (3.7) | 5 (5.3) | 2 (1.6) | 2 (1.4) | 4.345 | 0.361 | |
| Contextual characteristics | 66 (12.9) | 5 (22.7) | 18 (16.5) | 15 (16) | 11 (8.9) | 16 (11.1) | 5.901 | 0.207 | |
| Prestige | 34 (6.6) | 4 (18.2) | 11 (10.1) | 7 (7.4) | 4 (3.3) | 8 (5.6) | 9.072 | 0.059 | |
| Future prospects | 21 (4.1) | 1 (4.5) | 1 (0.9) | 6 (6.4) | 7 (5.7) | 5 (3.5) | 5.041 | 0.283 | |
| Regulated working hours | 16 (3.1) | 0 (0) | 7 (6.4) | 3 (3.2) | 3 (2.4) | 3 (2.1) | 5.105 | 0.277 | |
| Surgery as a calling | 209 (40.8) | 11 (50) | 48 (44) | 41 (43.6) | 56 (45.5) | 47 (32.6) | 6.695 | 0.159 | |
| Fascination | 82 (16) | 6 (27.3) | 18 (16.5) | 19 (20.2) | 15 (12.2) | 20 (13.9) | 5.174 | 0.270 | |
| Manual skills | 71 (13.9) | 6 (27.3) | 21 (19.3) | 11 (11.7) | 17 (13.8) | 15 (10.4) | 7.507 | 0.109 | |
| Skill combination | 44 (8.6) | 2 (9.1) | 5 (4.6) | 11 (11.7) | 16 (13) | 9 (6.3) | 7.323 | 0.120 | |
| Patient care | 22 (4.3) | 0 (0) | 1 (0.9) | 5 (5.3) | 11 (8.9) | 5 (3.5) | 10.505 |
| |
| Technology | 36 (7) | 1 (4.5) | 6 (5.5) | 4 (4.3) | 12 (9.8) | 12 (8.3) | 3.433 | 0.488 |
*Factors cited in multiple subcategories were counted as one for the respective main category.
Discouraging statements, with the number of participants for categories and subcategories listed by hierarchical position.*
| Category | Subcategory | Total numberof participants (%) | Resident(n = 22) | Attending(n = 109) | Consultant(n = 94) | Head of department (n = 123) | Surgeon in private practice (n = 144) | CHI2 = (4, n = 492) | p |
| Work characteristics | 234 (45.7) | 16 (72.1) | 64 (58.7) | 36 (38.3) | 49 (39.8) | 58 (40.3) | 19.401 |
| |
| Extensive workload | 193 (37.7) | 15 (68.2) | 53 (48.6) | 32 (34) | 40 (32.5) | 42 (29.2) | 20.699 |
| |
| Hierarchy | 47 (9.2) | 6 (27.3) | 17 (15.6) | 4 (4.3) | 6 (4.9) | 12 (8.3) | 19.673 |
| |
| Excessive responsibility | 21 (4.1) | 0 (0) | 3 (2.8) | 3 (3.2) | 4 (3.3) | 11 (7.6) | 6.175 | 0.186 | |
| High demands | 12 (2.3) | 1 (4.5) | 2 (1.8) | 1 (1.1) | 2 (1.6) | 4 (2.8) | 1.666 | 0.797 | |
| Contextual characteristics | 346 (67.6) | 11 (50) | 68 (62.4) | 71 (75.5) | 79 (64.2) | 105 (72.9) | 9.689 |
| |
| Training | 160 (31.3) | 10 (45.5) | 28 (25.7) | 34 (36.2) | 45 (36.6) | 34 (23.6) | 10.266 |
| |
| Limited future prospects | 72 (14.1) | 1 (4.5) | 19 (17.4) | 16 (17) | 10 (8.1) | 23 (16) | 7.386 |
| |
| Poor work-family balance | 74 (14.5) | 2 (9.1) | 25 (22.9) | 14 (14.9) | 13 (10.6) | 15 (10.4) | 10.454 |
| |
| Laws and regulations | 54 (10.5) | 1 (4.5) | 3 (2.8) | 10 (10.6) | 17 (13.8) | 23 (16) | 13.184 |
| |
| Bureaucracy | 59 (11.5) | 2 (9.1) | 11 (10.1) | 7 (7.4) | 14 (11.4) | 24 (16.7) | 5.474 | 0.242 | |
| Loss of prestige | 88 (17.2) | 2 (9.1) | 20 (18.3) | 19 (20.2) | 19 (15.4) | 26 (18.1) | 2.003 | 0.735 |
*Factors cited in multiple subcategories were counted as one for the respective main category.