Included and engaged: the significance of perceived inclusion among healthcare workers

Abstract

Purpose

This study investigates the impact of perceived inclusion among healthcare employees on intrinsic motivation and its subsequent effects on work engagement and stress levels. Drawing from multiple theoretical frameworks, the study hypothesizes the following: (a) perceived inclusion positively influences employees' intrinsic motivation, and (b) perceived inclusion and intrinsic motivation serve as resources that enhance employee well-being by promoting work engagement and reducing stress.

Design/methodology/approach

Data were collected from 407 healthcare workers across the European Union. The research objectives were achieved through statistical analysis of the gathered responses.

Findings

The results indicate a positive relationship between perceived inclusion and intrinsic motivation. Importantly, both perceived inclusion and intrinsic motivation emerged as significant predictors of work engagement. Additionally, perceived inclusion was found to have a negative association with stress levels, underscoring its importance in healthcare management.

Research limitations/implications

The study is subject to certain limitations, including the cross-sectional design and reliance on self-reported data, which may affect the generalizability of the findings.

Practical implications

The findings highlight the importance of fostering perceived inclusion and intrinsic motivation among healthcare employees to enhance work engagement and reduce stress, thus offering valuable insights for healthcare management practices.

Originality/value

This study contributes to the existing literature by examining the complex interplay between perceived inclusion, intrinsic motivation, work engagement and stress within the healthcare sector. It also identifies avenues for future research in this area.

Citation

Mashhady, A. (2024), "Included and engaged: the significance of perceived inclusion among healthcare workers", Journal of Health Organization and Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JHOM-05-2024-0184