Article

Caring for patients in a malpractice crisis: Physician satisfaction and quality of care

Columbia University, New York, New York, United States
Health Affairs (Impact Factor: 4.32). 07/2004; 23(4):42-53. DOI: 10.1377/hlthaff.23.4.42
Source: PubMed

ABSTRACT The rhetoric of malpractice reform is at fever pitch, but political advocacy does not necessarily reflect grassroots opinion. To determine whether the ongoing liability crisis has greatly reduced physicians' professional satisfaction, we surveyed specialist physicians in Pennsylvania. We found widespread discontent among physicians practicing in high-liability environments, which seems to be compounded by other financial and administrative pressures. Opinion alone should not determine public policy, but physicians' perceptions matter for two reasons. First, perceptions influence behavior with respect to practice environment and clinical decision making. Second, perceptions influence the physician-patient relationship and the interpersonal quality of care.

0 Followers
 · 
84 Views
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: The main aim of the presented research is to assess personnel satisfaction at the General Hospital of Chania (GHC), Greece, during the current economic crisis period. Data analysis is based on the MUltiplecriteria Satisfaction Analysis (MUSA) method, which is a multicriteria analysis model for collectively measuring customer satisfaction. The provided results are able to evaluate quantitative overall and partial satisfaction levels and determine the weak and strong points of employee satisfaction. According to the presented results, the personnel of the GHC appear to be satisfied, particularly regarding the work content and the relation with co-workers, while higher dissatisfaction may be observed in other characteristics. The improvement actions should be focused on the provided means/tools, the salary/other benefits, and the organization’s human resources management, given that these are the characteristics having the lowest satisfaction indices, while at the same time being the ones that are really important for the personnel.
    International Journal of Public Administration 08/2014; 37(10):646-654. DOI:10.1080/01900692.2014.903267
  • Journal of the American College of Cardiology 07/2014; 64(4):418-9. DOI:10.1016/j.jacc.2014.06.013 · 15.34 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: Contemporary hospitals fall far short in applying both state-of-the art clinical knowledge and management practices of known effectiveness. Organization and management practices in hospitals are shaped by four factors: their conflicting missions, a distinctive and largely professional workforce, demanding external environments, and a complex day-to-day task environment. This article identifies two critical organizing challenges that hospitals face: organizational learning and implementing effective high involvement management practices. It discusses how findings from organizational research, including articles in this special issue, identify solutions to the problems underlying these challenges. Copyright © 2006 John Wiley & Sons, Ltd.
    Journal of Organizational Behavior 11/2006; 27(7). DOI:10.1002/job.411 · 3.85 Impact Factor

Full-text (2 Sources)

Download
83 Downloads
Available from
May 29, 2014