Dr Gemma Turato1, Dr Melissa Sullivan2, Dr John Whiteoak2, Dr Jenna Campton2
1Sunshine Coast Hospital and Health Service, Birtinya, Australia, 2University of the Sunshine Coast, Sippy Downs, Australia
Biography:
Dr Gemma Turato has worked in the health industry for over 25 years in a variety of roles and clinical areas, she has been in the Executive Director of Allied Health role following the build of a new tertiary facility at Sunshine Coast Hospital and Health Service in Queensland in 2017. She completed her PhD on developing a leadership framework for frontline allied health managers to deliver quality patient care which led to several publications on the structural change of allied health services within the organisation she works, which has been one of her career highlights.
Abstract:
The purpose of this scoping study was to develop an initial understanding of wellbeing and identify burnout contributors among allied health professionals (AHPs) working within a public hospital setting. This context is described by health workers as fast-paced with high clinical demand and complexity, but limited funds. These organisational contextual factors have been found to contribute to burnout in health professions. There is limited research on AHPs specifically, but sufficient anecdotal evidence that indicates well-being in AHPs is at risk. Phase 1 identified burnout contributors through in-depth interviews with 26 consenting AHPs across 12 professions who were recruited via email and through Qualtrics. Interviews were conducted via Zoom, recorded, transcribed, and analysed using researched thematic analysis methodology. Our analysis revealed AHPs wellbeing is deeply driven by an intrinsic desire to help others. However, front-line clinicians drive in delivering high quality clinical care can be at odds with management’s focus on organisational achievement and control, leading to a values mismatch within the organisational hierarchy. Three key themes shaping AHPs wellbeing were identified: systems and structural challenges, unclear workplace communication practices and individual interpretation of decisions. The results can be explained by integrating the Schwartz Values, People Systems Tools and Zone of Engagement theoretical frameworks. By focusing on systems-level interventions, inclusive communication, and leadership practices rooted in servant leadership and psychological safety, we can begin to support the challenges facing AHPs. Next, this research will focus on developing interventions that are both scalable and sensitive to the intrinsic values of AHPs.