Generation Z i sundhedsvæsenet: Om motivation og selvledelse

Abstract

At a societal level, the lack of highly specialized and skilled labor is increasingly becoming a problem. A trend seen in many western countries. In Denmark, demographics with small birth cohorts combined with an increased need for specialized labor have made the search for specialized labor cumbersome in many industries.
The Danish public health care system now faces the same severe problems with the lack of specialized health care personnel to a degree that compromises the core task of providing quality of care; putting both leaders and employees under pressure, affecting the working environment hence corrupting job satisfaction. The lack of specialized health care personnel has reached a point at which it compromises highly specialized treatments such as cancer surgery etc. The public debate and press's coverage of these issues have put the legitimacy of the public health service at stake.
Generation Z, born 1997 to 2010, has made its workforce entrance and is going to change our workplaces due to having significantly different values than previous generations. With their somewhat different expectations than previous generations, they call for new ways of management to improve their recruitment and motivation.
As head of ICU, I face increasing problems with recruiting young doctors. In order to explore this problem, this dissertation focuses on Danish young doctors from Generation Z with respect to what motivates them and what type self-management strategies they use.
The study design is an ethnological case study with empirical data consisting of semi-structured interviews of four young doctor; triangulated with a field study observing young doctors at work through three full night shifts. Interviews where recorded, transcribed, thematically analyzed and finally analyzed according to the self-determination theory by Ryan & Deci and the self-management theory by Kristensen & Pedersen. Notes taken under the field study were analyzed according the same theories.
The findings in this dissertation concur with prior studies on Generation Z, finding that young doctors have a strong need of belonging to a community. Meaning and purpose motivates them, just as they have an inherent need to feel competent, that they succeed, and make a difference. According to the self-management theory, they are self-realizing, hence autonomy, for them, means being able to realize their own potential. Accordingly, they seek recognition through expecting swift and frequent feedback. A good work-life balance matters and many young doctors consider working part time. If they sense their needs and expectations are not met, they are not reluctant to look for other job opportunities. They thus have somewhat different expectations of their workplace than previous generations.
This dissertation brings important new knowledge in play. Organizations have to focus on whether organizational framework support the needs and expectations of Generation Z with respect to motivation and self-management. Just as leaders have to accept new roles as mentors and coach through purpose and meaning to meet the expectations of Generation Z on realizing their full potentials and working on a greater course.