Exploring GP work in areas of high socioeconomic deprivation: a secondary analysis.

BACKGROUND

There is a GP workforce crisis, particularly in areas of high socioeconomic deprivation where levels of multimorbidity and social complexity are higher than in areas of low socioeconomic deprivation. How this impacts GP work, and how GPs manage workload has not been fully explored.

AIM: To explore GP work in areas of high socioeconomic deprivation and the strategies GPs employ, using Corbin and Strauss's framework on managing chronic illness as an analytical lens.

DESIGN &

SETTING

Secondary analysis of qualitative in-depth interviews with GPs working with populations experiencing high levels of socioeconomic deprivation.

METHOD: Secondary analysis of in-depth interviews with GPs working in areas of high socioeconomic deprivation (n = 10).

RESULTS

All three types of work defined by Corbin and Strauss (everyday, illness, and biographical) were described, and one additional type: emotional (work managing GPs' own emotions). The context of socioeconomic deprivation, increased multimorbidity plus social complexity ('multimorbidity plus'), influenced GP work. Healthcare systems and self-management strategies did not meet patients' needs, which meant the resulting gap created extra everyday work, often unrecognised (which was a source of frustration). GPs also described taking on 'illness work' for patients who were either overwhelmed or unable to do it. Some GPs described biographical work, asserting their professional role against demands from patients and other professionals. Work aligning with personal values was important in sustaining motivation; for example, being part of a strong team and having outside professional interests appeared to build resilience.

CONCLUSION

GPs working in areas of high socioeconomic deprivation experience different types of work from those working in areas of low socioeconomic deprivation; much of which is unrecognised and not resourced. Current strategies to reduce burnout could be more effective if the complexity of different types of work was addressed. In addition, personal values, practice teams, and outside professional interests all need to be supported.