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Table 13 Changes in the status of healthcare workers in Beijing public hospitals

From: Status of healthcare workers after comprehensive reform of urban public hospitals in Beijing, China: sustainable supply, psychological perception, and work outcomes

Variables Percentages
H (1) Greatly improved (5.6%); (2) Improved somewhat (35.3%); (3) No change (48.6%); (4) Deteriorated somewhat (8.2%); (5) Greatly deteriorated (2.1%)
CS (1) Greatly reduced (8.4%); (2) Reduced somewhat (29.1%); (3) No change (48.4%); (4) Increased somewhat (8.8%); (5) Greatly increased (5.4%)
HS (1) Greatly reduced (12.8%); (2) Reduced somewhat (35.4%); (3) No change (42.6%); (4) Increased somewhat (5.3%); (5) Greatly increased (3.9%)
PSM (1) Greatly raised (3.8%); (2) Raised somewhat (13.9%); (3) No change (76.4%); (4) Reduced somewhat (4.1%); (5) Greatly reduced (1.8%)
JS (1) Greatly raised (13.5%); (2) Raised somewhat (40.9%); (3) No change (36.7%); (4) Reduced somewhat (6.4%); (5) Greatly reduced (2.5%)
TI (1) Greatly raised (4.6%); (2) Raised somewhat (13.1%); (3) No change (20.9%); (4) Reduced somewhat (42.8%); (5) Greatly reduced (18.6%)
P (1) Greatly raised (9.7%); (2) Raised somewhat (12.9%); (3) No change (40.2%); (4) Reduced somewhat (31.5%); (5) Greatly reduced (5.7%)
JP (1) Greatly raised (21.4%); (2) Raised somewhat (39.7%); (3) No change (24.8%); (4) Reduced somewhat (10.2%); (5) Greatly reduced (3.9%)
QH (1) Greatly improved (13.5%); (2) Improved somewhat (42.8%); (3) No change (34.6%); (4) Reduced somewhat (6.7%); (5) Greatly reduced (2.7%)
  1. H health, CS challenge stress, HS hindrance stress, PSM public service motivation, JS job satisfaction, TI turnover intention, P presenteeism, JP job performance, QH quality of healthcare