ЧИННИКИ ЗАДОВОЛЕНОСТІ РОБОТОЮ ЯК ПРЕДИКТОРИ НАМІРУ ЗМІНИ МІСЦЯ РОБОТИ МЕДИЧНОГО ПЕРСОНАЛУ

Purpose: identify the factors influencing job satisfaction among medical staff. Materials and Methods. A survey of 287 employees of the Municipal Enterprise “Volodymyr Territorial Medical Association” was conducted in 2024 to identify the components of job satisfaction using the questionnaire developed by N. A. Hura and O. O. Veldbrekht and administered via Google Forms. The research methods included bibliosemantic, sociological, and statistical methods, as well as systems analysis. Results. Among physicians, the leading independent positive predictor of job retention was the relationship with management (p = 0,010). Among negative factors, statistically significant predictors were perceptions of fairness in the allocation of rewards or penalties (p = 0,012) and overall work organization (p = 0,047). Thus, the quality of managerial interaction, fairness of managerial decisions, and work organization are of greatest importance for physician retention. Among nursing staff, the most significant independent positive predictors of job retention were opportunities for self-development and professional improvement (p = 0,018) and a positive psychological atmosphere at work (p = 0,033). Among negative factors, statistically significant predictors of the intention to leave were the psychological atmosphere (p < 0,001), distribution of functions and responsibilities (p = 0,007), relationships with management (p = 0,014), the impact of work on personal life (p = 0,039), and the level of remuneration (p = 0,005). Thus, for this professional group, the organizational and psychological characteristics of the work environment are particularly important. Among junior medical staff, the structure of job satisfaction demonstrated a more pronounced material and living-conditions orientation. The only statistically significant independent predictor of the intention to leave among junior medical staff was financial remuneration: a negative assessment increased the odds of intending to change jobs (p = 0,024). A significant effect of the work environment’s resourcefulness on the intention to change jobs was established among both nursing staff and junior medical staff, whereas among physicians a similar trend was observed. Conclusions. The findings indicate that a uniform approach to improving job satisfaction and retaining medical staff is inappropriate. Management interventions should be differentiated according to professional role, nature of work, and the key needs of each category of employees.