| Leadership and organization support |
Support tools (62 KE) |
“It offers tools, medicines, inputs to the staff, [...] the hospital’s structure is good as far as possible [...] it is trying to organize the staff. [...] another form of support is training, refresher courses [...] there is appreciation [...] has the autonomy to carry out the work, we can be seen, be respected [...].”
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| Insufficient performance (69 KE) |
“We miss the presence of leadership [...] to be closer to see the difficulties [...] they do not visit the sectors, do not listen to the nurses [...] there is no incentive of extra courses to specialize in the reality of each sector [...] we do not have much working condition, a matter of quantity of employees and material.”
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| Reward |
Work incentive factors (49 KE) |
“The financial incentive is the salary itself, which is the differential [...] there is food, health care plan, additional payment for insalubrity [...] the vertical progression is very attractive, it makes my eyes shine! However, it is by competition, and I think this is a weakness [...] another incentive that I see is the advanced training.”
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| Disincentives to work (73 KE) |
“To do something for professional growth is very bureaucratic, there are many impediments [...] There is a progression, but not everyone progresses, even having attended some course [...] the salary paid is an incentive for a short time [...] it is not only the money that motivates: what motivates is the recognition of leadership, relationship with colleagues, work properly in quantitative [...].”
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| Physical comfort |
The problematics of the physical structure: a comprehensive look (27 KE) |
“It is a very old hospital; the infrastructure is from past decades. All that has been done is an adaptation of an already old structure [...] the adaptations are made as far as possible [...] Hospital structures are highly adaptable because the laws change with great intensity.”
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| Inadequate physical structure and difficulties for assistance (87 KE) |
“There is no accessibility [...] wards are small for the number of patients, very hot and very stuffy [...] the division of sectors is very disorganized; there is no flow of input and output.”
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| Building and equipment maintenance (12 KE) |
“Lack of maintenance: we have damaged doors, sockets loosening wires, we need to connect extensions and adapters, rusty and broken beds, the old armchairs that broke, and has no one to repair [...] but logistics has greatly been improved about the maintenance infrastructure”
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| Control/pressure |
Supervision of work: how is it carried out? (97 KE) |
“We work with the goal plan, agree on the goals at the beginning of the year, and they are monitored during the year [...] it is a summative evaluation, it is a sum of everything you have done [...] the evaluation has to be technical; it cannot take to the personal side. [...] it is very objective; it has no subjectivity.”
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| Work supervision: what is the nurses’ feelings? (87 KE) |
“I am satisfied with the supervision and evaluation. It is not in the sense of punishment, but in an effort of improving the quality of service [...], there is a channel very open to dialogue and conversation. The feedbacks are always well accepted [...] it is a way to see if I am evolving or not.” “It is very one-off supervision [...] it equals people who are very different, they cannot individualize the work [...] the feeling is of injustice, you have supervision only when a mistake happens [...] the feeling is of frustration, anguish, I feel abandoned [...] there is a need to improve supervision, teamwork, communication.”
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| Cohesion between colleagues |
Hanging out in the workplace: respect for differences (87 KE) |
“I understand that where many people are working, including many women, there are different profiles and personalities [...] the difficulties of interpersonal relationship exist [...] we can resolve conflicts most of the times”
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| Hanging out in the workplace: difficulties (41 KE) |
“The biggest challenge is interpersonal relationships. It comes from our profession, nitpicking that has nothing to do with the service, with our professional-patient relationship, ego issues [...] it is a lot of competition [...] there is no such interdisciplinarity, the joint participation of multiprofessional team. Communication is still very flawed.”
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| Relationship between different working relationships (9 KE) |
“I think the relationship is weakened by having more than one bond [...] we have very different generations within the same hospital; we have a new generation that passed the public competition and an old generation that was already in the hospital for a long time. It bothers a little.”
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