Job satisfaction among medical assistants in German general practice: a qualitative study of social, structural and...

Medical assistants (MAs) are pivotal for access, coordination, and continuity in German primary care, yet workforce shortages and limited attention in research and policy persist. Prior studies quantify dissatisfaction and attrition drivers but offer little insight into how MAs who remain in practice experience job satisfaction. This study explores the social, personal and structural factors shaping MA job satisfaction in everyday work.

We conducted 14 semi-structured telephone interviews with MAs from German general practices (November-December 2023), recruited via the research networks, the professional association (VMF e.V.) and teaching practice lists. Interviews lasted approximately 60 min and the interview guide covered practice organisation, communication, working conditions, and job satisfaction. Interview data were analysed using a rapid qualitative analysis approach. Key statements were summarised in a structured matrix aligned with interview topics and compared across cases. Categories were developed iteratively through team-based analysis and consensus meetings, resulting in three overarching domains influencing job satisfaction: social (team dynamics and leadership), personal (identity and motivation), and structural (roles, pay, digital infrastructure, and staffing). Ethics approval: University of Duisburg-Essen, Medical Faculty (23-11354-BO; 14 Nov 2023). Participants provided written consent and received a €75 expense allowance.

Three interrelated domains influenced job satisfaction. (1) Social (team dynamics/leadership): Experiences ranged from respectful, supportive leadership to inattentive or inconsistent supervision; structured feedback and clear communication reduced errors and strain, while gossip/bullying and informal word-of-mouth channels increased frustration. (2) Personal (identity/motivation): Satisfaction peaked when responsibilities matched training and skills were recognised and used. Emotional labour, especially in patient communication, was salient. Intrinsic motivation remained important, yet financial pressures increasingly shaped commitment. (3) Structural (roles, pay, digital, staffing): Continuing education (CE) was valued, but many courses were only minimally reflected in pay scales and CE gains were not consistently implemented in contracts or roles. Pay was widely perceived as inadequate relative to responsibility, particularly during the pandemic. Digital infrastructure was often unreliable, especially in rural areas. Understaffing and irregular breaks and overtime contributed to overload. Substitution with non-clinical staff was viewed critically for clinically consequential tasks.

MA job satisfaction is co-produced by social, personal and structural conditions; the most salient burdens were emotional labour in patient contact and a misalignment between responsibility and compensation. Retention improves where leadership and communication routines are supportive, continuing education is translated into role/grade changes and visible use, and existing collective agreements are implemented consistently. Rather than new pay models, pragmatic fixes are needed, certificate-to-grade mapping, transparent role profiles, inflation-sensitive supplements, alongside dependable digital support. Delegation to non-clinical staff should exclude clinically consequential tasks (e.g. triage or telephone decisions).

MA job satisfaction in German primary care emerges from interacting social, personal and structural conditions. Targeted actions across these domains are needed to sustain workforce capacity and patient-centred care.