Physician Executives Report High Job Satisfaction - Brief Article

Summary of findings from a survey of senior physician executives

THE NATIONAL SURVEY OF PHYSICIAN EXECUTIVES was conducted by mail in early November 2000. The survey population consisted of senior physician executives belonging to the American College of Physician Executives and the Society for Chief Medical Officers. The questionnaire consisted of six parts:

1. Personal and organizational characteristics

2. The extent of physician executive involvement and their role in the organization

3. Their perception of their organization

4. Job satisfaction

5. Future plans

6. Demographics and characteristics of medical practice

A total of 1,412 physician executives were chosen at random to participate in the survey and 326 sent their valid questionnaires back for a response rate of 23 percent. Here's a look at some of the characteristics of the group:

Overall, respondents were satisfied with their current job (mean = 4.0 on a 5-point scale, 5 = very satisfied and 1 = very dissatisfied).

Asked about their plans in the next 12 months:

* 76 percent intended to remain in their current job

* 7 percent planned to leave

* 17 percent were unsure

They rated their organizations' performance fairly highly, with a mean ranging from 3.4 to 3.7 on a 5-point scale (5=very successful; 1=not at all successful) in areas such as:

* Improving clinical quality

* Improving patient service

* Improving the relationship between physicians and administrators

* Recruiting physicians to the medical staff

Sixty-six percent of respondents predicted that their organization would make a profit in 2000.

While they reported spending a great deal of time and energy on solving conflicts, improving efficiency and building physicians' commitment (m=4.4 for all the three on 5-point agreement scale), they are less involved in areas such as planning and budgeting (m=3.5).

Although the physician executives' perceptions of their organizations' relationships with physicians were generally positive, they demonstrated some concerns.

The snapshot of the study's findings is encouraging.

The relatively high job satisfaction of physician executives, and their perceptions of progress in challenging areas -- such as improving quality and service -- indicate that many adapted well to the executive role.

Whatever the gains of recent years, however, market and regulatory demands are growing for improved quality and safety in the nation's hospitals.

Witness, for example:

* Recent Institute of Medicine reports on these topics

* The industry-funded Leapfrog Coalition to reduce medical errors

* The Robert Wood Johnson initiative "Pursuing Perfection"

Further, hospitals and systems remain under significant pressure to control their costs and maintain operating margins.

In this environment, hospital and health system physician executives will increasingly be called upon to engage physicians in meaningful performance improvement initiatives that produce measurable outcomes.

To achieve these gains, physician executives will need to work hard to build and maintain the trust of their physicians and help them become effective partners in these initiatives.

Gang Xu, PhD, is a project director in the Office of Health Policy and Clinical Outcomes at Thomas Jefferson University, Philadelphia, Pa.

Lisa E. Paddock, MPH, is a research scientist in the division of Epidemiology, Environment and Occupational Health in New Jersey Department of Health and Senior Services, Trenton, NJ.

John P. O'Connor, PhD, is a project director in the Office of Health Policy and Clinical Outcomes at Thomas Jefferson University, Philadelphia, Pa.

David B. Nash, MD, MBA, FACPE, is the Dr. Raymond C. and Doris N. Grandon professor of health policy, associate dean of Jefferson Medical College, director of the Office of Health Policy and Clinical Outcomes at Thomas Jefferson University, Philadelphia, Pa.

Michael L. Buehler, MA, is director of research and development, The Bard Group, Newton, Mass.

Marc Bard, MD, is a founding partner at The Bard Group, Newton, Mass.

PHYSICIAN EXECUTIVE SURVEY GROUP CHARACTERISTICS
93% were male                 About half (53%) Were
                              vice presidents for
                              medical/clinical affairs
30% held a management or      14% were medical directors
business degree in addition
to their medical degree
The mean age was 53.8         25% were chief medical officers
with an average of 4.7 years
in the current position
The majority worked in        Most (73%) reported to their CEOs
community hospitals (42%)
or in a health system (36%)

PHYSICIAN EXECUTIVE RESPONSIBILITIES

On a 5-point scale (5=high responsibility; 1=no responsibility at all), the areas the physician executives felt most responsible for were (in a descending Order):

Improving clinical quality (m=4.6)

Improving the relationship between physicians and administration (m=4.6)

Improving patient service and satisfaction (mean=3.8)

Developing new programs (m=3.7)

Recruiting physicians or acquiring physician practice (m=3.1)

PHYSICIAN EXECUTIVE CONCERNS

On a 5-point agreement scale, they tended to agree that the physicians support the strategy and priorities of the organizations (m=3.6) and physicians play a constructive role (m=3.6).

However, they felt less sure about physicians' ability to "speak with one voice on Important matters (m=2.6).

They were particularly concerned that other physicians view them as "just an administrator" (m=2.5).

A perception of being viewed as "just an administrator" was also negatively associated with overall job satisfaction.

COPYRIGHT 2001 American College of Physician Executives
COPYRIGHT 2002 Gale Group