ArticleZeitschrift fur Rheumatologie2026
[Flexible working time models in rheumatology : Results of a Germany-wide survey].
Article in Zeitschrift fur Rheumatologie, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Authors and funding
13 authors.
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Abstract
backgroundDemographic change and a growing shortage of healthcare professionals pose significant challenges to the German healthcare system. Rheumatology is particularly affected due to increasing patient demand and evolving societal expectations regarding work-life balance, family compatibility, and gender equity. As a result, flexible working time models are gaining importance.
objectiveThis study aimed to assess existing and desired working time models in rheumatology, their feasibility, and perceived barriers from the perspectives of both employees and leadership.
methodsThe Commission of Equal Opportunities of the German Society for Rheumatology (DGRh) developed two online questionnaires targeting rheumatology healthcare professionals in employee and leadership roles asking about their current employment situation, existing flexible working time models, and preferences and feasibility of various working time models. The survey was distributed between September 2024 and March 2025 via the mailing lists of the DGRh and the Association of Rheumatological Acute Clinics (VRA), and via personal contacts by email, and subsequently evaluated descriptively.
resultsA total of 151 individuals participated (111 employees, 40 leaders). Part-time work, especially in outpatient care, was common and frequently desired. The 4‑day workweek and hybrid models (e.g., home office) were considered attractive but posed organizational challenges. Of the employees, 24% reported having changed jobs due to a lack of flexible options; 30% of leaders had lost staff for the same reason. Most respondents prioritized flexibility over reduced working hours.
conclusionFlexible working time models are generally desired and often feasible in rheumatology but require tailored implementation and structural support. They are essential for improving job satisfaction and staff retention and should be strategically promoted to ensure sustainable rheumatologic care.
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