Literature on the Emergency Medical Services (EMS) has paid much attention to stressors, stress and symptoms, coping, and support of Emergency Medical Workers (EMWs). However, it has paid little attention to the needs of EMWs, and the satisfaction thereof, which should result in their improved well-being and motivation. In an attempt to rectify this imbalance, this study investigated the needs of EMWs as suggested by descriptions of their experiences within the EMS. Interviews were conducted with EMWs employed by a private EMS company. The interviews were analysed for emerging needs by means of interpretive analysis. These needs comprised the Need for Freedom, the Need for Competence, the Need for Recognition, the Need for a Challenge, and the Need to be Understood. The findings were linked with theory and it is proposed that the relevant EMS company incorporates participative management into its management approach. In addition suggestions are made for future research. / Psychology / M. A.(Psychology)

D. Litt. et Phil. / This report presents the findings of a study conducted in February-March 1995, involving 109 members of different emergency services from three regions: Pretoria, Durban and Cape Town. The emergency services included in the study were three units of the South African Police Service (Visible Policing, the Internal Stability Unit and the Flying Squad), provincial fire and ambulance services, and municipal traffic services. The aims of the study were to: (1) describe the underlying causes of stress in the emergency services; (2) establish how stress is currently being dealt with by members and identify the structures and support systems available to assist members with stress-related problems; (3) identify constructive and destructive, effective and ineffective mechanisms used by members to cope with their stress, and (4) suggest solutions to problems experienced in managing stress in the emergency services. The study investigated stressors of SAPS members under the following themes: (1) public image of the SAPS, (2) management style in the SAPS, (3) communication in the SAPS, (4) working environment in the SAPS, (5) working conditions and remuneration packages, (6) distinct characteristics of the work of SAPS members, and (7) the priorities set by SAPS members that need to be addressed in order to reduce their level of stress. The stressors of members of the fire and ambulance services were dealt with under the following themes: (1) utilisation of manpower in the organisation, (2) training provided to members, (3) management style in the fire and ambulance services, (4) distinct characteristics of the work of members of the fire and ambulance services, (5) remuneration packages, and (6) the priorities set by members that need to be addressed in order to reduce their level of stress. The stressors of members of the traffic services were dealt with under the following themes: (1) the public image of the traffic services, (2) distinct characteristics of the work of traffic officials, (3) communication in the traffic services, (4) working conditions and remuneration packages and (5) the priorities set by members that need to be addressed in order to reduce their level of stress. Regarding the support members of the emergency services receive within their organisations for managing stress, a number of sources of support were mentioned, such as social workers, psychologists and chaplains in the SAPS, support by supervisors, debriefing after traumatic events, stress management training, nursing sisters at ambulance stations, drinking and socialising, with the biggest form of support being "buddies". Regarding the co-operation between members of the different emergency services, the perception was that there was a very good relationship and good co-operation. Number of problems experienced in their day-to-day contact with each other were however mentioned.

Background: The demand for and retention of talent worldwide is aggravated by revolutionary trends that include global competition, demographic changes and technological advances. In South Africa this phenomenon according to Frost (2002) is further challenged by the emigration of skilled people; the relative scarcity of specialist and managerial employees; employment equity and affirmative action procedures. But the development of strategies first requires an understanding of the factors which influence decisions to leave or stay particularly in rural and remote areas. St. Andrews Hospital is a rural district hospital in Ugu District, KZN. Its remoteness from urban areas and the lack of resources contributes towards challenges of attracting and retaining health care professionals to the area. It is the aim of this study to identify the ten most prevalent turnover and retention factors in a rural district hospital with the intention of making recommendations towards strategies to mitigate turnover and improve retention of health care professionals. This study will not only serve the local Human Resource Department but may also be used to inform district and provincial policies as well as departments’ decisions in the design or the review of current retention strategies aimed at reducing turnover. Method: The survey method was used to collect the primary data by distribution of self-administered questionnaires to Health Care Professionals at St. Andrews Hospital. Of the one hundred and fifty questionnaires distributed, one hundred and seven were returned (71% response rate) and formed the basis of the study. Results: Based on the impact scores, the top three turnover factors identified were, the way the organisation is led by top management (0.934); the size of the workload (0.862); and the way problems are dealt with by managers in the organisation (0.817). No statistically significant relationships were found between turnover factors and biographical variable. Availability of quality health services was ranked as the external factor that had the highest influence (78%) on turnover, while geographical location was ranked the lowest. The main reason given by respondents for leaving their previous employment was promotion, followed by distance and personal/family reasons. The top three retention factors identified from the impact scores were the quality of relationships with colleagues (1.698); the amount of support received from managers and colleagues (1.484); and the level of engagement and involvement with the job (1.390). This demonstrates that the salary package often thought to be a first priority factor Mobley, Horner and Hollingsworth (1978); Mobley (1982) and Herzberg (2003) is far less of a determining factor at St. Andrews Hospital than management support, job involvement and person-organisation fit as well as the social relationships formed in the workplace. A positive relationship was found between leadership and job dimension factors at the 1% level of significance. This supports the strong social bond (person-organisation fit) formed in the work environment between management and colleagues that supports retention and increases level of commitment. An important result of the study was that 46% of the respondents were thinking of leaving the town within the year while 29% were considering resigning from St. Andrews Hospital within the year. Conclusion: The results reveal a complex interaction of factors impacting on turnover and retention. The Human Resource Management function has a pivotal role to play in improving its ability to attract and retain professionals through developing comprehensive strategies based on external and internal and environmental factors. The study conveys to the St. Andrews Hospital management that turnover and retention factors are unique to the location and the working environment and differs amongst Health Care Professionals – this should be deliberated on when formulating Hospital Human Resource retention policies.