Part-time Physicians: Physician Workload and Patient-Based Assessments of Primary Care Performance
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To examine the relationship between the number of hours physicians work and patients' assessment of the physician.Cross-sectional study with physician and patient surveys.Primary care practices in Massachusetts.A random sample of 6810 Massachusetts state employees in 15 different health plans.Eleven summary scales measuring 7 essential elements of primary care. Information was derived from the Primary Care Assessment Survey, a validated patient-completed questionnaire.Physicians were classified into 3 groups according to their reported hours of work: "overtime" (> 65 h/wk), "full time" (40-65 h/wk), and "part time" (< 40 h/wk). There was no statistically significant difference between the 3 groups of physicians in 10 of the 11 measures of primary care performance. Physicians who worked more than 65 hours per week were found to score significantly higher in the visit-based continuity of care category than physicians working fewer hours. Physicians working more than 65 hours per week were also found to be significantly less satisfied with the amount of time they had for family and personal life than the other 2 groups.Part-time physicians perform as well as full-time physicians in most aspects of primary care, including all interpersonal aspects of care, as reported by patients. Patients of physicians working more than 65 hours per week experienced higher levels of visit-based continuity of care than patients of physicians working fewer hours, but this appears to carry a cost to those physicians in the area of personal and professional satisfaction. Subsequent research should examine the relationship between physician workload and technical aspects of care.Keywords:
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This paper investigates and discusses the reality and issues of the diversification of working places and working hours. I conducted a questionnaire survey involving approximately 6,400 regular employees and carried out interviews with companies that already put in place the home-based work system. In this study, I found the following: The apparent flexibility of working hours leads to longer hours of works. In Japan, the “flexibility” of working hours contributes to longer working hours for many regular employees. In addition, a worker having more than one working place or a worker working at his/her own home tends to work longer. Many of those who work at home, in reality, perform, at their discretion, “overtime work at home.” Measures to reduce such overtime work at home include the utilization of the home-based work system which allows workers to perform their jobs at their homes. Yet, in order to avoid lack of communication, to alleviate a sense of unfairness and to prevent long hours of works, the flexibility in designing and implementing the home-based work system will be of importance.
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To examine the influence of working hours on employees' satisfaction, this article uses a large, representative set of panel data from German households (GSOEP). The results show that high working hours and overtime in general do not lead to decreased satisfaction. Rather, increasing working hours and overtime have positive effects on life and job satisfaction, whereas the desire to reduce working hours has a negative impact on satisfaction. In 2009, nearly 60% of employees wanted to reduce their working hours. The overall number of hours by which employees want to reduce their working time is driven mainly by overtime compensation.
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This article addresses the current status of long working hours in Japan and suggests topics for further research. First, an international comparison establishes Japan's position relative to other countries. While the number of people working long hours is high in Japan compared to other developed countries, it is high even when compared to underdeveloped countries. The article confirms that overtime hours are longer and the number of annual paid vacation days is low. It also indicates some topics for research on ways to alleviate excessively long working hours in Japan. The article touches upon overtime hours and the function of premium overtime pay, problems in measuring labor productivity, the impact of long working hours on the health of individuals, the effects of a performance-based system, a managerial/supervisorial issue, and consumer demand, indicating that problems in these areas need to be addressed in order to solve the problem of long working hours.
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The author discusses problems of part time work pointing out protection against discrimination of part time workers, the employee’s right to change working hours at his request, and the problem of employment of these workers in the hours exceeding working time agreed in employment contract. Proposals to amend existing legislation have been made, in particular the recognition of all number of hours worked over the agreed working time as overtime hours with all consequences.
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The research reported in this paper examines the impact in New Zealand of the liberalisation of the statutory regulation on working time in collective employment contract bargaining. Specifically this research reports working time arrangements that are changed in three areas. First the reduction (or extension) of the working week - thus decreasing (or increasing) the number of hours worked by full time workers. Second, the scheduling of the hours worked each week by full time workers. Here changes to the span of days available (and whether that span includes weekend days) and the span of hours available for ordinary work each day have been identified. Third, the application of overtime payments and the specific overtime rate has been examined.
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To examine the influence of working hours on employees' satisfaction, this article uses a large, representative set of panel data from German households (GSOEP). The results show that high working hours and overtime in general do not lead to decreased satisfaction. Rather, increasing working hours and overtime have positive effects on life and job satisfaction, whereas the desire to reduce working hours has a negative impact on satisfaction. In 2009, nearly 60% of employees wanted to reduce their working hours. The overall number of hours by which employees want to reduce their working time is driven mainly by overtime compensation.
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Overtime work refers to working hours that exceed the normal working hours set by company regulations. Overtime work is often necessary to address urgent operational needs or keadaan darurats. The limits of working hours have been established under the MLC 2006, which ensures that each crew member has working hours and rest periods in accordance with applicable regulations. The implementation of structured working hours is crucial to prevent undesirable circumstances. The research method used in this study is a qualitative descriptive method. Data sources were obtained through primary and secondary data. Data collection techniques involved observation, interviews, and documentation conducted by the researcher during sea practice on MV. Manalagi Tisya. The data analysis technique employed in this research is data reduction, data collection, and drawing conclusions. Factors causing overtime include a lack of worker skills, poor work planning, weather conditions, and frequent vessel malfunctions. Efforts to prevent overtime work on MV. Manalagi Tisya involves effective work scheduling, providing job training to enhance the crew's skills, and monitoring working hours to ensure efficient completion of tasks and avoid time wastage.
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We aimed to grasp the actual working hours of Japanese obstetricians and gynecologists (OB/GYN doctors) as accurately as possible, using the same method of the Ministry of Health, Labour, and Welfare (MHLW).The time study targeted OB/GYN doctors working at 10 universities nationwide including Niigata University and 21 institutions which take a role of perinatal care in Niigata prefecture. Working hours per week were calculated based on the following categories: regular and overtime work inside the hospital, work outside the hospital, self-improvement, education, research, and others. Data on weekly working hours were converted to yearly data for analyses.A time study of 10 universities nationwide revealed that 30% of doctors work overtime for more than 1860 h even if they do not include on-call shifts in their working hours. In 21 institutions in Niigata, physicians in Niigata University worked more overtime than other hospitals. It became clear that community health care was supported by dispatching physicians working at university. Furthermore, the results of simulations predicted the pessimistic situation of perinatal medical care in Niigata.Our study showed the possibility to exist much more OB/GYN doctors who work more than 1860 h of overtime work per year than the data presented by the MHLW based on nation-wide survey in 2019. The fact that the working hours at the side jobs had a great influence on the increase in overtime work of physicians in University was the same result as the report of MHLW published in 2021.
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This paper considers the extent to which contracted working hours (running from part-time to full-time hourly employment) are associated with unpaid overtime in Britain. It uses the authoritative British dataset Workplace Employment Relations Survey (2004) to derive a sample of 4,828 employees, from 735 workplace establishments, who reported working unpaid overtime.
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