Talent management and job satisfaction of medical personnel in Polish healthcare entities

Wioletta Pomaranik; Magdalena Kludacz-Alessandri

doi:10.3389/fpsyg.2023.1146073

Talent management and job satisfaction of medical personnel in Polish healthcare entities

Front Psychol. 2023 Jul 25:14:1146073. doi: 10.3389/fpsyg.2023.1146073. eCollection 2023.

Authors

Wioletta Pomaranik¹, Magdalena Kludacz-Alessandri¹

Affiliation

¹ College of Economics and Social Sciences, Warsaw University of Technology, Plock, Poland.

Abstract

Background: There is a mass exodus of qualified medical personnel in countries such as Poland. As a result, it is becoming increasingly important to study the satisfaction of medical personnel employed in public healthcare entities and the factors influencing this satisfaction. One such factor is the quality of talent management.

Purpose: The study aimed to assess the quality of talent management in Polish healthcare entities and its impact on the job satisfaction of medical personnel. The study also considered the impact of other demographic, organizational and behavioral factors on medical personnel satisfaction, such as social competencies, job mobility, orientation toward the patient, gender and education stage.

Methods: A questionnaire for healthcare professionals was used to collect data. A total of 747 respondents (506 defined as medical talent) participated in the survey. A 5-point Likert scale was adopted to assess job satisfaction and talent management practices. Reliability analysis was conducted to investigate the properties of this scale and the items that comprise it. The data was analyzed using descriptive statistics and structural equation modeling.

Results: The survey showed that the quality of talent management in Polish healthcare institutions is not well assessed. Professional satisfaction of medical personnel working in Polish public healthcare entities depends mainly on talent management measured by talent motivation, talent development, employee appraisal and organizational culture. Among the factors that have a positive but smaller impact on job satisfaction are job mobility and the education stage. The impact of gender, patient orientation and social competence had the smallest but most significant impact on job satisfaction.

Conclusion: Healthcare organizations should improve their talent management strategy to meet healthcare professionals' current and future demands and improve their job satisfaction.

Keywords: healthcare entity; job satisfaction; medical personnel; public sector; talent management.