Modelling the effect of perceived interdependence among mental healthcare professionals on their work role performance.
|Title||Modelling the effect of perceived interdependence among mental healthcare professionals on their work role performance.|
|Publication Type||Journal Article|
|Year of Publication||2017|
|Authors||Markon M-P, Chiocchio F, MJ Fleury|
|Journal||J Interprof Care|
|Date Published||2017 Jul|
|Keywords||Adult, Aged, Communication, Cooperative Behavior, Cross-Sectional Studies, Decision Making, Female, Group Processes, Health Personnel, Humans, Interprofessional Relations, Job Satisfaction, Male, Mental Health Services, Middle Aged, Models, Psychological, Patient Care Team, Perception, Professional Role, Quebec, Social Workers, Work Performance|
The purpose of mental healthcare system reform was to enhance service efficiency by strengthening primary mental healthcare and increasing service integration in communities. Reinforcing interprofessional teamwork also intended to address the extensive and multidimensional needs of patients with mental disorders by bringing together a broader array of expertise. In this context, mental healthcare professionals (MHCPs) from various health and social care professions are more interdependent in many aspects of their work (tasks, resources, and goals). We wanted to examine the effect of perceived interdependence among MHCPs on their work role performance in the context of mental healthcare. For this purpose, we developed and tested a model coherent with the Input-Mediator-Outcome-Input (IMOI) framework of team effectiveness. Data from questionnaires administered to 315 MHCPs from four local health service networks in Quebec, Canada were analysed through structural equation modelling and mediation analysis. The structural equation model provided a good fit for the data and explained 51% of the variance of work role performance. Perceived collaboration, confidence in the advantages of interprofessional collaboration, involvement in the decision process, knowledge sharing, and satisfaction with the nature of the work partially mediated the effect of perceived interdependence among team members on work role performance. Therefore, perceived interdependence among team members had a positive impact on the work role performance of MHCPs mostly through its effect on favourable team functioning features. This implies, in practice, that increased interdependence of MHCPs would be more likely to truly enhance work role performance if team-based interventions to promote collaborative work and interprofessional teaching and training programs to support work within interprofessional teams were jointly implemented. Participation in the decision process and knowledge sharing should also be fostered, for instance, by adopting knowledge management best practices.
|Alternate Journal||J Interprof Care|