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This study seeks to investigate doctors' desire to change the hospital where they work to sustain higher quality care.

Self‐administered questionnaires were sent to doctors in Aichi Prefecture, Japan. Data were analyzed using univariate and logistic regression analysis and recursive partitioning.

Factors related to doctors' desire to change hospitals, according to logistic regression, were interaction between working hours and satisfaction with the hospital, evaluation, local government hospitals versus private ones, small vs large hospitals, ophthalmology versus internal medicine, desire to continue working as a hospital doctor and age. Additionally, working hours were also found to be related, based on recursive partitioning.

The response rate was low and sampling bias was observed – therefore results need careful interpretation. Also, because this was a cross‐sectional study, causal relationships could not be identified. Desire to change hospitals, but not actual behavior, was measured.

Efforts to prevent doctors from changing hospitals should include considering job satisfaction and workload, doctor evaluation methods, support for career progression and organizational management.

As the hospital doctor shortage in rural areas becomes more serious, exploring doctors' desire to leave their current hospital is meaningful for Japanese hospital managers and hospitals worldwide aiming to provide sustainable and higher quality care.

The role of doctors in hospitals continues to change due to both external (policy) and internal (organisational change) pressures. Comparisons between The Netherlands and the UK highlight that several models of medical management are formulated and exist alongside each other, leading to more flexibility in the roles of both doctors and managers. In particular, the agendas concerning the quality of clinical care and cost‐effectiveness are converging, emphasising the increasingly important role of medical managers.

Society is critically dependent on an adequate supply of hospital doctors to ensure optimal health care. Voluntary turnover amongst hospital doctors is, however, an increasing problem for hospitals. The aim of this study was to systematically review the extant academic literature to obtain a comprehensive understanding of the current knowledge base on hospital doctor turnover and retention. In addition to this, we synthesise the most common methodological approaches used before then offering an agenda to guide future research.

Adopting the PRISMA methodology, we conducted a systematic literature search of four databases, namely CINAHL, MEDLINE, PsycINFO and Web of Science.

We identified 51 papers that empirically examined hospital doctor turnover and retention. Most of these papers were quantitative, cross-sectional studies focussed on meso-level predictors of doctor turnover.

Selection criteria concentrated on doctors who worked in hospitals, which limited knowledge of one area of the healthcare environment. The review could disregard relevant articles, such as those that discuss the turnover and retention of doctors in other specialities, including general practitioners. Additionally, being limited to peer-reviewed published journals eliminates grey literature such as dissertations, reports and case studies, which may bring impactful results.

Globally, hospital doctor turnover is a prevalent issue that is influenced by a variety of factors. However, a lack of focus on doctors who remain in their job hinders a comprehensive understanding of the issue. Conducting “stay interviews” with doctors could provide valuable insight into what motivates them to remain and what could be done to enhance their work conditions. In addition, hospital management and recruiters should consider aspects of job embeddedness that occur outside of the workplace, such as facilitating connections outside of work. By resolving these concerns, hospitals can retain physicians more effectively and enhance their overall retention efforts.

Focussing on the reasons why employees remain with an organisation can have significant social repercussions. When organisations invest in gaining an understanding of what motivates their employees to stay in the job, they are better able to establish a positive work environment that likely to promote employee well-being and job satisfaction. This can result in enhanced job performance, increased productivity and higher employee retention rates, all of which are advantageous to the organisation and its employees.

The review concludes that there has been little consideration of the retention, as opposed to the turnover, of hospital doctors. We argue that more expansive methodological approaches would be useful, with more qualitative approaches likely to be particularly useful. We also call on future researchers to consider focussing further on why doctors remain in posts when so many are leaving.

Why did a powerful department of hospital doctors support a merger with a rival hospital that they knew would ruin their beloved workplace?

This ethnographic study draws on 12 months of fieldwork consisting of 24 one-on-one interviews as well as 26 h of observations, informal conversations and archival records research to answer its research question. Grounded theory and the discourse analysis were employed to analyze all data.

Data reveal how participants' belief in a “merge or go bankrupt” narrative contributed to widespread support for a merger that seemed unthinkable on the surface. Although each doctor believes the merger will jeopardize or ruin their workplace culture, none resisted the merger nor did any ask hospital executives to provide evidence in support of their claims regarding the benefits of the merger (namely, that it would save their organization from inevitable bankruptcy).

The author relied on a family relative to introduce the author to and gain entry into this workplace. One potential consequence is biased interpretations of data. To address this, the author constantly revisited the data and compared the author’s interpretations with interviewees' words (i.e. “grounded” theory).

This study provides empirical and theoretical contributions to organizational storytelling scholarship.

Recent concern about governmental hospital performance has intensified interest in the working conditions of doctors. In North Cyprus, there are several problems related with the functioning and performance of hospitals, such as lack of patient satisfaction, long waiting times for treatment, and dissatisfaction from doctors. In analyzing the reasons for such problems and proposing solutions, components of the hospital system, namely, the doctors and the patients and other health personnel, are considered to be important. The purpose of this paper is to analyze the satisfaction and importance levels of doctors from their working conditions and environment which are key determinants of patient satisfaction.

A questionnaire consisting of two main sections was constructed. The first section included personal information and the second section consisted of perceptional questions about importance and satisfaction levels related to the working conditions of doctors. The sample population of this paper was composed of governmental and private hospital doctors working in North Cyprus.

All the aspects of working conditions of the governmental and private hospital doctors are found to be crucial for them. In general, majority of the governmental hospital doctors are unsatisfied with the aspects of working conditions; whereas, the satisfaction levels of private hospital are higher than that of governmental hospital doctors.

This paper is planned to be a valuable scientific contribution to the actions of the Ministry of Health in North Cyprus for the improvement of the working conditions of doctors which would in turn lead to greater patient satisfaction.

Proposed changes in medical staffing levels and pressure for reduced hours of work by junior doctors have focused attention on out‐of‐hours work by junior doctors in the United Kingdom. Junior doctors are on average on duty for over 90 hours per week, and preregistration house officers typically spend almost 70 hours per week actually working. There has been a decline in contracted hours for junior doctors during the 1980s, but an increase in the number of hours on duty and, in the cases of paediatrics and general surgery, an increase in the number of hours worked. Current policy is for expansion in consultant numbers and reduction in junior staff. Critics argue that the planned expansion of consultant posts is inadequate and the absence of registrars in some specialties is dangerous. Previous attempts to reduce the number of hours on duty had little success: suggested solutions have not been implemented widely. One possible solution may be reducing and reallocating out‐of‐hours work. It has been suggested that many of the current tasks undertaken by junior hospital doctors could be performed by non‐medical staff. A thorough examination of the tasks actually undertaken by junior hospital doctors outside normal working hours is required.

The purpose of the paper is to examine the levels of job satisfaction among doctors who work in Greek public hospitals, to determine the factors that may influence their satisfaction, to examine the contribution that staff support makes to job satisfaction and to investigate the potential impact that an economic recession might have on job satisfaction.

The sampling process used was stratified sampling and it was applied to all health regions in Greece. An official request to carry out the study was sent to 45 hospitals for the approval of their management. Through random sampling, 5% of the doctors' population was selected from each participating hospital, with the resulting sample consisting of 458 doctors from all the health regions of Greece. An anonymous questionnaire was administered to the sample of medical doctors to gather data on their perception of the work they do in public hospitals.

Empirical results showed that (1) the most important factor in doctors' job satisfaction appears to be the nature of their job and the high levels of autonomy that they have, and (2) doctors' level of commitment is maintained by enhancing their positive emotions and sense of professional well-being.

A deeper understanding of important concepts of an organization's behavior such as job satisfaction, staff support and their connection with internal organizational structures will facilitate policy makers and those who make decisions on the strategic management of medical staff in public hospitals.

The growth of the healthcare industry since the middle of the nineteenth century has offered medical doctors a broad range of opportunities to develop their private practice. However, a major challenge was accessing the new medical technology at the core of this growth, as operation rooms, X-ray machines, laboratories and sterilization equipment were mostly centred in hospitals. Based on the case of Geneva, Switzerland, this chapter discusses the various strategies adopted by medical doctors to benefit from hospital infrastructure for their work. It demonstrates that collective entrepreneurship emerged at the end of the nineteenth century, when groups of doctors started to open collective clinics in response to the impossibility of using the infrastructure of the local public hospital linked to the University of Geneva. This heyday of collective private clinics lasted until the 1990s when listed companies and private investors took over and reorganized these private healthcare organizations.

This study aims to investigate the perceived role of the Islamic medical care practice of Muslim doctors in Malaysian Muslim-friendly private hospitals.

Data were collection through self-administered questionnaires voluntarily submitted by the respondents. The survey covered selected major Muslim-friendly private hospitals in the country in the states of Kedah, Johor, Penang, Selangor, Kelantan and Kuala Lumpur. The non-probability purposive sampling was used, as the respondents and locations of the survey areas were predetermined.

Five dimensions of the Muslim-friendly medical care practice were identified, namely, medical etiquettes, physical examination, proper cleansing process of blood and body fluids, proper handling and treatment of infectious diseases and doctors’ advice to Muslim patients. The findings also indicate that the scale development analysis produced excellent results which can be used for reproducible or repetitive medical care purposes and for integration facts and figures for inclusion into wider medical care policy and practices.

The results from the study can further develop Islamic medical care practices and enable medical service providers to upgrade their performances to an enviable strategic status.

Islamic medical care is a new mode of healthcare service market, as there are very few studies on this topic from the perspective of Muslim patients or no obvious facts are known. This study has first explored Muslim doctors’ perceived role in Islamic medical care practice in Malaysian Muslim-friendly private hospitals. This empirical study can immensely contribute to the further development of Islamic medical care practice for Muslim doctors in particular and for the Muslim-friendly hospital service marketing strategy in general.

The purpose of this paper is to investigate the efficiency levels of the decision‐making units within the public hospital laboratories in using their supply chain towards meeting the satisfaction of doctors.

Data were collected from two senior laboratory administrators and 30 doctors of two hospital laboratories in Malaysia using two sets of structured questionnaires, which comprised of two dimensions, i.e. doctor satisfaction dimension (DSD) and supply chain inputs (SCI). The dimensions of DSD and SCI were developed and that SCI has been relabeled as hospital laboratory inputs (HLI) to suit the nature of current study. The resulting data were positioned on an importance‐performance matrix. By using the data envelopment analysis software, the efficient frontier for both hospital laboratories was calculated under different scenarios.

Results reveal that one of the laboratories satisfies doctors efficiently using the present levels of HLI for each scenario while the other failed.

The paper focuses only on two hospital laboratories.

The findings offer insights on the important dimensions of DSD and HLI that the hospital laboratories should concentrate on when measuring doctor satisfaction through the utilization of resources they possess. This will undoubtedly lead to better hospital‐doctor‐patient relationships.

Many prior supply chain studies have focused on patient satisfaction. This paper is probably one of the first attempts that comprehensively examines satisfaction from the perspective of doctors.