Literature Review Study By Patterson 2010 Investigated

Literature Reviewa Study By Patterson 2010 Investigated The Mean Ann

Literature Reviewa Study By Patterson 2010 Investigated The Mean Ann

Literature Review A study by Patterson (2010) investigated the mean annual rate of turnover and mean annual cost of turnover of emergency medical systems (EMS). Patterson studied a sample of EMS agencies (n=40) over a six-month period. The rates of turnover and cost of turnover was weighted against the size of the roster. In this study, the overall weighted mean rate of turnover was 10.7%. This rate of turnover was less than hypothesized.

Patterson (2010) utilized a modified version of the Nursing Turnover Cost Calculation Methodology (NTCCM) to calculate both the direct and indirect cost of turnover. Of the forty agencies sampled in the study, twenty-five reported turnover during the six-month sampling period. The overall weighted cost of turnover for those experiencing turnover was $71,613.75. Toby (2004) studied the effects of learning and job satisfaction on the motivation to transfer learning and on turnover. This side provided compelling evidence to support the importance of job satisfaction and education on employee retention.

Toby (2004) investigated the impact of human resource development (HRD) on the retention or turnover intent on information technology (IT) professionals. Specifically, the purpose of the study was to investigate the relationship among organizational learning culture, job satisfaction, motivation to transfer learning to the workplace setting, and turnover intentions (Toby, 2004). Toby (2004) cites several studies that evidence a direct correlation between organizations that prioritize employee learning and development with employee satisfaction and productivity. Toby (2004) found that many factors influenced employee satisfaction. Meaningful work and promotion opportunities were found to be strong facets to job satisfaction, in addition to organizational learning priorities.

It was found that pay, benefits, and work conditions had a smaller impact on employee satisfaction than originally thought. Toby (2004) identified supervisory communication and employee engagement in problem solving as strong indicators of employee satisfaction. Employee empowerment made a significant impact on job satisfaction. Interestingly, Toby (2004) found that intention to transfer or turnover was stronger in employees when training was deemed mandatory. However, when managers believe the training was important in the development of skills and techniques directly related to employee jobs, transfer of knowledge was more successful and better received by employees.

Organizational learning culture has a significant influence on developing employee satisfaction and reducing turnover intention (Toby, 2004). Chapman (2009) investigated the correlation of reasons for intent to leave jobs among emergency medical technicians (EMT) and paramedics. Using the National Registry of Emergency Medical Technicians (NREMT) database and the 2007 longitudinal EMT attributes and demographic study (LEADS), Chapman (2009) surveyed 1,334 EMTs and paramedics. A total of 5,807 surveys were mailed with a 23% return rate. Chapman (2009) found that job satisfaction was not higher for paramedics than EMTs despite higher pay. Paramedics reported lower extrinsic job satisfaction and favored opportunities for advancement and higher quality supervision than EMTs (Chapman, 2009).

Patterson (2009) used the 2005 LEADS survey for a secondary, cross-sectional study of 1,854 respondents (response rate 30.8%). After excluding 380 respondents due to missing data, the study identified opportunities for advancement, education, overall health, and agency type as key indicators for job satisfaction among EMS professionals. The study also revealed that EMS workers expressed more dissatisfaction with pay and benefits compared to other allied health professionals. The median annual income for EMTs and paramedics in 2006 was $27,070, which was 42% less than the median income of firefighters, nurses, and other health and safety professionals (Patterson, 2009).

Blau (2009) examined a four-dimension model of occupational commitment, including affective, normative, accumulated costs, and limited alternatives, to explore EMS professionals’ intent to leave. The study with 854 EMS respondents showed a strong inverse correlation between job satisfaction and intent to leave. Blau (2009) emphasized that pay, benefits, and advancement opportunities are critical for retention. Blau (2011) further identified factors such as lack of promotion potential, hours worked, schedule flexibility, stress, and burnout as hygiene factors influencing turnover, while pursuing education and lack of challenges served as motivator factors, indicating that some responders view EMS as a career strategy rather than a dissatisfaction source (Blau, 2011).

Career planning is crucial for job satisfaction in EMS. Carson (1998) argued that goal setting enhances focus, effort, persistence, and strategic development. Employers focusing on career pathways tend to foster higher job and career satisfaction among EMS personnel. The overall body of research underscores that retention efforts must address compensation, career advancement, learning culture, job satisfaction, and organizational support to effectively reduce turnover in EMS contexts.

Paper For Above instruction

Emergency medical services (EMS) professionals play a vital role in healthcare, providing critical pre-hospital care and transportation for patients. However, high turnover rates threaten the stability and effectiveness of EMS organizations, necessitating a comprehensive understanding of the underlying factors contributing to employee turnover and the strategies to mitigate it. The academic literature offers valuable insights into these dynamics, emphasizing the importance of job satisfaction, career development, organizational culture, and compensation in shaping EMS workforce stability.

The study conducted by Patterson (2010) is foundational in quantifying the scope of turnover in EMS agencies. Utilizing a sample of 40 agencies over six months, Patterson found a mean annual turnover rate of 10.7%, which was lower than expected. The study's methodological approach, involving a modified Nursing Turnover Cost Calculation Methodology (NTCCM), allowed for comprehensive cost analysis, revealing an average turnover cost of approximately $71,613.75 per agency experiencing turnover. These findings highlight the significant financial burden that turnover imposes on EMS organizations and underscore the importance of targeted retention strategies.

Complementing Patterson’s findings, Toby (2004) explored the influence of organizational learning culture and job satisfaction on turnover intentions among IT professionals, with implications applicable to EMS personnel. Toby identified that meaningful work and promotion opportunities are critical drivers of job satisfaction, whereas factors like pay and benefits were less impactful. The study also underscored that supervisory communication and employee engagement in problem solving are strong indicators of job satisfaction. Importantly, Toby noted that mandatory training, although necessary, could inadvertently increase turnover intentions if not perceived as relevant or valuable by employees. This underscores the need for organizations to design development programs that align with employees' career goals and involve them actively in the learning process.

Chapman (2009) extended this understanding by examining job satisfaction differentials between EMTs and paramedics. Despite higher pay, paramedics reported lower extrinsic satisfaction levels than EMTs, illustrating that compensation alone does not guarantee satisfaction. The study emphasized that opportunities for advancement and high-quality supervision are more significant in retaining EMS personnel. These findings emphasize the importance of career development pathways and supervisory quality as retention factors.

Patterson (2009) further identified opportunities for career advancement, education, and health as key determinants of job satisfaction. Notably, EMS workers reported dissatisfaction with pay and benefits, which are often less competitive compared to other health and safety sectors. The median income for EMTs and paramedics was substantially lower than that of firefighters or nurses, which compounds turnover issues. Addressing compensation disparities, along with fostering organizational cultures that support professional growth, is imperative for improving retention.

Blau (2009, 2011) contributed a nuanced perspective by exploring occupational commitment and the dual nature of motivator and hygiene factors. Blau's research demonstrated that job satisfaction inversely correlates with intent to leave; however, extrinsic motivators such as pay and benefits are essential hygiene factors, while intrinsic motivators like growth opportunities and challenging work serve as motivators. Blau’s findings highlight that effective retention strategies should incorporate both improving extrinsic conditions and providing meaningful work that aligns with employees' career aspirations.

Furthermore, the significance of career planning, as articulated by Carson (1998), cannot be overstated. Goal setting and strategic career development initiatives foster a sense of purpose and commitment among EMS personnel. Employers who prioritize career pathways tend to experience higher retention rates because they fulfill employees' desire for professional growth, which not only enhances job satisfaction but also reduces turnover. The confluence of these studies demonstrates that a multi-faceted approach addressing compensation, career advancement, organizational culture, and professional development is essential to curbing EMS personnel turnover.

Collectively, the literature underscores that EMS organizations need to prioritize competitive compensation packages, create clear pathways for career progression, cultivate a supportive organizational culture, and provide continuous learning opportunities. These strategies can mitigate turnover, enhance job satisfaction, and ultimately improve the quality of emergency care delivery. Future research should continue to explore the interplay between intrinsic and extrinsic motivators and develop targeted interventions that address the unique challenges faced by EMS personnel in different organizational contexts.

References

  • Blau, G., & Chapman, S. (2011). Retrospectively exploring the importance of items in the decision to leave the emergency medical services (EMS) profession and their relationships to life satisfaction after leaving EMS. Journal of Allied Health, 40(2), e29-32.
  • Blau, G., Chapman, S., & Pred, R. (2009). Can a four-dimensional model of occupational commitment help to explain intent to leave the emergency medical service occupation? Journal of Allied Health, 38(3), 177-186.
  • Carson, K. D., Paula, P. C., Yallapragada, R., Langford, H., & Roe, C. W. (1998). Emergency medical technicians: Is career satisfaction within their control? Hospital Topics, 76(1), 15-19.
  • Chapman, S. A., Blau, G., Pred, R., & Lopez, A. (2009). Correlates of intent to leave job and profession for emergency medical technicians and paramedics. Career Development International, 14(5). https://doi.org/10.1108/
  • Patterson, P. D., Jones, C. B., Hubble, M. W., Carr, M., Weaver, M. D., Engberg, J., Castle, N. (2010). The longitudinal study of turnover and the cost of turnover in emergency medical services. Prehospital Emergency Care, 14(2), 209-216.
  • Patterson, P. D., Moore, C. G., Sanddal, N. D., Wingrove, G., & LaCroix, B. (2009). Characterizing job satisfaction and intent to leave among nationally registered emergency medical technicians: An analysis of the 2005 LEADS survey. Journal of Allied Health, 38(3), e84-91.
  • Toby, M. E., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3).
  • Choo, C. W., & Bontis, N. (2002). The strategic management of intellectual and capital and organizational knowledge. Oxford University Press.

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