Article

Patient satisfaction and physician productivity: complementary or mutually exclusive?

Center for Health Research, Geisinger Clinic, Danville, Pennsylvania 17822, USA.
American Journal of Medical Quality (Impact Factor: 1.78). 08/2009; 24(6):498-504. DOI: 10.1177/1062860609338869
Source: PubMed

ABSTRACT Motivating physicians to increase productivity and maximize patient satisfaction may result in conflicted behavior, raising questions about whether one must be sacrificed for the other. To determine if high satisfaction (measured by Press Ganey patient satisfaction survey) can be achieved while maintaining high productivity (measured in McGladrey relative value units, MRVU), longitudinal data collected from January 2002 to July 2004 were modeled using repeated measures regression. A total of 136 000 patient-completed satisfaction questionnaires evaluating 417 physicians were collected for analysis. Patient confidence (positively correlated; P = .001) and physician/patient time (inversely correlated; P = .001) were associated with higher physician productivity. Increases in MRVU were associated with decreases in patient perceptions of time with the physician (P = .003). The relationships between patient satisfaction and physician productivity were relatively small, suggesting that they are not necessarily incompatible and that both can be improved simultaneously.

0 Bookmarks
 · 
153 Views
  • [Show abstract] [Hide abstract]
    ABSTRACT: Data from 181 college students were used to assess whether math reasoning item response times in computerized testing can provide valid and reliable measures of a speed dimension. The alternate forms reliability of the speed dimension was .85. A two-dimensional structural equation model suggests that the speed dimension is related to the accuracy of speeded responses. Speed factor scores were significantly correlated with performance on the ACT math scale. Results suggest that the speed dimension underlying response times can be reliably measured and that the dimension is related to the accuracy of performance under the pressure of time limits.
    Educational and Psychological Measurement 01/2012; 72(2):245-263. · 1.17 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: OBJECTIVES/HYPOTHESIS: To apply Lean Sigma, a quality-improvement strategy supported by tactical tools to eliminate waste and reduce variation, to improve efficiency of patient flow in a large tertiary otolaryngology clinic. The project goals were to decrease overall lead time from patient arrival to start of interaction with care provider, improve on-time starts of patient visits, and decrease excess staff/patient motion. STUDY DESIGN: Prospective observational study. METHODS: Patient flow was mapped through the clinic, including preregistration processes. A time-stamp observation study was performed on 188 patient visits over 5 days. Using Lean Sigma principles, time stamps were analyzed to identify patient flow constraints and areas for potential interventions. Interventions were evaluated and adjusted based on feedback from shareholders: removal of bottlenecks in clinic flow, elimination of non-value added registration staff tasks, and alignment of staff hours to accommodate times of high patient census. A postintervention time observation study of 141 patients was performed 5 months later. RESULTS: Patient lead time from clinic arrival to exam start time decreased by 12.2% on average (P = .042). On-time starts for patient exams improved by 34% (χ(2) = 16.091, P < .001). Excess patient motion was reduced by 74 feet per patient, which represents a 34% reduction in motion per visit. CONCLUSIONS: Use of Lean Sigma principles in a large tertiary otolaryngology clinic led to decreased patient wait time and significant improvements in on-time patient exam start time. Process mapping, engagement of leadership and staff, and elimination of non-value added steps or processes were key to improvement. LEVEL OF EVIDENCE: 4. Laryngoscope, 2013.
    The Laryngoscope 03/2013; · 2.03 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: As health systems struggle to meet access, cost and quality goals in the setting of increased demand, nurse practitioners (NPs) and physician assistants (PAs) are expected to help meet the need for care. The amount of time spent with each patient can affect the clinical productivity, quality of care, and satisfaction of patients and clinicians. This paper compares time spent per patient in community health centers by whether the provider is a physician, NP, or PA.
    Healthcare. 10/2014;

Full-text (2 Sources)

Download
27 Downloads
Available from
Aug 6, 2014