Atração e retenção de profissionais de saúde na Estratégia de Saúde da Família: um estudo na Região Oeste de Minas Gerais

Abstract

The objective of this study was to analyze the factors associated with the management of human resources that interfere in the attraction and retention of medical professionals of the Family Health Strategy (FHS) in the cities of Minas Gerais. The Health Resource Management literature addresses one of its challenges as issues involving attraction and retention, themes that do not dissociate turnover. The context chosen for the research was the FHS of the Western Region of MG, composed of 54 municipalities, and the professional analyzed is the doctors who work in the FHS teams, in view of the importance of the permanence of the medical professional for the improvement of health results and in the performance of the precepts of Primary Care recommended for the program, being the first contact of access, integrality, longitudinality, coordination, family orientation, community orientation and cultural competence. Given this interest in understanding the factors that attract and retain these professionals, the proposal here is to conduct a qualitative and quantitative study, using, as secondary data collection, questionnaire and semi-structured interviews. To this end, after a literature survey, six sections were used for data collection, presentation of results and analysis and discussion, a saber: Individual Factors, Management, Work Organization, Working Conditions, Culture and Identity and Future Projects. The results found corroborate what has already been discussed in the literature, that the factors that attract are not always the same as they retain. Among the factors of attraction to work in the FHS, the research pointed out: option for recent graduates who do not like to work in urgency and emergency; taste for public health and identification with the FHS; workload; work schedule; tranquility at work; possibility to reconcile with studies; public tender; contract with the possibility of termination by either party, at any time, which attracts those who do not intend to settle; training; the possibility of being close to family, friends, relationships; and remuneration. The following retention factors were found: taste for public health and identification with the FHS; workload; work schedule; public tender; career possibility when competed (positions and salaries); training; remuneration; quiet routine; good relationship with the community and bond with patients; o believe in continued contact and longitudinality; o believe in the possibility of changing the reality of the place where it operates; and a taste for what you do. Finally, the factors that contribute to the non-permanence of professionals were: remuneration; need to carry out specialization / residency; lack of recognition; monotony, without great news; physical structure of the units; bureaucratization; larger population than recommended by the ESF guidelines; lack of autonomy of the doctor; lack of city structures; lack of resources such as hospitals, doctors to refer to, SAMU; fragile contracts. The relevance of the results is, in addition to listing the conditioning factors, also understanding which factors, from the point of view of Human Resources Management, are liable to interference from managers and propose possible actions to improve the situation of high turnover and permanence in the regional.