to assist with the large volumes of workload that the pathologists in the public sector experience, such as teaching, training, laboratory duties, analysis, diagnostics and consultations. However for a pathologists that is experiencing difficulties with the manner in which the department is run in the public sector they are forced to remain in an unproductive environment for those additional 2 years, which makes them restricted and spirits dampened with no options. Table 3, below, summarises the control measures identified in the public and private sectors respectively. Control measures that are prevalent in the workplace Registers signing in and out of the workplace (Public Sector) – boards indicating when in the office and when out of the office (Public ‘In-Out’ – Sector) Pie charts on the door describing where one could be (toilet; cafeteria; meeting; – laboratory; gone for the day,) Public Sector IT system used as a tracking system Monitoring turnaround times Access to training restricting growth – Controlling leave (Most acute in the public sector) Controlled working hours Lack of internet facilities so no leisure browsing is allowed in public sector Quality control NHLS 2 year retention contract in public sector Control over Continuous Professional Development the requirement that even – when qualified pathologists are required to keep abreast with advancements in their field. Despite pathologists being super skilled professionals, control over them still exists directly and indirectly. This is in keeping with the way control is deployed in a range of other expert occupations. Work by Child (1984) and Friedman (1977) demonstrate that the levels of control tend to be higher in the public sector and the levels of individual autonomy are quite low (Child 1984 and Friedman 1977 cited in Thompson & McHugh, 2009: 65). However in the private sector pathologists are positioned in managerial positions and are more
to assist with the large volumes of workload that the pathologists in the public sector experience, such as teaching, training, laboratory duties, analysis, diagnostics and consultations. However for a pathologists that is experiencing difficulties with the manner in which the department is run in the public sector they are forced to remain in an unproductive environment for those additional 2 years, which makes them restricted and spirits dampened with no options. Table 3, below, summarises the control measures identified in the public and private sectors respectively. Control measures that are prevalent in the workplace Registers – signing in and out of the workplace (Public Sector) ‘In-Out’ boards – indicating when in the office and when out of the office (Public Sector) Pie charts on the door – describing where one could be (toilet; cafeteria; meeting; laboratory; gone for the day,) Public Sector IT system used as a tracking system Monitoring turnaround times Access to training – restricting growth Controlling leave (Most acute in the public sector) Controlled working hours Lack of internet facilities so no leisure browsing is allowed in public sector Quality control NHLS 2 year retention contract in public sector Control over Continuous Professional Development – the requirement that even when qualified pathologists are required to keep abreast with advancements in their field. Despite pathologists being super skilled professionals, control over them still exists directly and indirectly. This is in keeping with the way control is deployed in a range of other expert occupations. Work by Child (1984) and Friedman (1977) demonstrate that the levels of control tend to be higher in the public sector and the levels of individual autonomy are quite low (Child 1984 and Friedman 1977 cited in Thompson & McHugh, 2009: 65). However in the private sector pathologists are positioned in managerial positions and are more