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Table 4 Pay satisfaction stratification analysis

From: Work hours and turnover intention among hospital physicians in Taiwan: does income matter?

     Intention to leave current hospital (N = 2423)
  N   Mild Moderate Strong Model 2
  Total (%)   N (%) OR 95% C.I.
Good pay satisfaction 452 (100)       
Work hours
  < =48 161 (35.6) 100% 120 (74.5) 31 (19.3) 10 (6.2) 1  
 49–59 115 (25.4) 100% 87 (75.7) 22 (19.1) 6 (5.2) 0.85 0.46–1.56
 60–88 156 (34.5) 100% 115 (73.7) 32 (20.5) 9 (5.8) 1.05 0.59–1.86
  > =89 20 (4.4) 100% 13 (65.0) 4 (20.0) 3 (15.0) 1.02 0.33–3.13
Moderate pay satisfaction 1244 (100)       
Work hours
  < =48 381 (30.6) 100% 250 (65.6) 115 (30.2) 16 (4.2) 1  
 49–59 331 (26.6) 100% 190 (57.4) 108 (32.6) 33 (10.0) 1.52* 1.10–2.11
 60–88 440 (35.4) 100% 249 (56.6) 154 (35.0) 37 (8.4) 1.57** 1.15–2.13
  > =89 92 (7.4) 100% 48 (52.2) 32 (34.8) 12 (13.0) 2.00** 1.21–3.32
Bad pay satisfaction 727 (100)       
Work hours
  < =48 176 (24.2) 100% 65 (36.9) 61 (34.7) 50 (28.4) 1  
 49–59 157 (21.6) 100% 54 (34.4) 53 (33.8) 50 (31.9) 1.08 0.71–1.64
 60–88 299 (41.1) 100% 109 (36.5) 100 (33.4) 90 (30.1) 0.93 0.64–1.35
  > =89 95 (13.1) 100% 28 (29.5) 32 (33.7) 35 (36.8) 1.14 0.68–1.91
  1. This table has adjusted the impact of age, gender, marital status, seniority at current hospital, clinical setting, supervisor, hospital level, hospital ownership, health promoting hospital status, health status, and job satisfaction. (2) The interaction P value is 0.447, which was far away from achieving statistically significant level
  2. *P < 0.05 **P < 0.01