Physician and Patient Satisfaction as Factors Related to the Organization of Internal Medicine Group Practices

Linn, Lawrence S.; Brook, Robert H.; Clark, Virginia A.; Davies, Allyson Ross; Fink, Arlène; Kosecoff, Jacqueline

doi:10.1097/00005650-198510000-00006

Cited by 213 publications

(140 citation statements)

References 11 publications

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“…Measures of satisfaction are, therefore, important tools for research, administration and planning. Patient satisfaction can also be used to evaluate the process of health care (Carey & Seibert, 1993;Etter, Perneger, & Rougemont, 1996;Fitzpatrick, 1991a, b;Guadagnoli & Cleary, 1995;Kane, Maciejewski, & Finch, 1997;Lasek, Barkley, Harper, & Rosenthal, 1997;Linn et al, 1995;Ross, Steward, & Sinacore, 1995;Williams, 1994), as greater satisfaction may be related with superior compliance, improved attendance at return visits and better outcomes (Cleary, Keroy, Karapanos, & McMullen, 1989).…”

Section: Hospital Services and Patient Satisfactionmentioning

confidence: 99%

Factors Determining Inpatient Satisfaction with Hospital Care in Bangladesh

Ashrafun¹,

Uddin²

2011

ASS

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The objective of this study is to identify factors associated with satisfaction among inpatients receiving medical and surgical care for urinary, cardiovascular, respiratory, and ophthalmology diseases at Dhaka Government Medical College Hospital, Bangladesh. The data of this study is collected from 190 inpatients by using a patient judgments questionnaire covering 10 dimensions of satisfaction (appointment waiting time for doctor after admission, doctor's treatment and behavior, behavior and services of nurses, boys and ayas (-care givers-), toilet and bath room condition, quality of food, number of days in the hospital, cost for treatment, and gift/tips culture in the hospital). Patient overall level of satisfaction is treated as dependent variable, while dimensions of satisfaction are each treated as independent variables. Additionally, inpatients' socio-economic characteristics such as education, occupation and monthly family income are used as independent variables. OLS regression models are used to identify key factors connected with inpatients satisfaction. The level of significance for variables retain in the regression models is set at 0.05. The final regression model is significant with F-value of 73.673 (p<0.001) and can explain 80.8% of the variation in the dependent variable as it is indicated by the R-Square. The nested model F-test suggests that inpatients' monthly family income and levels of education have significant effect on the dependent variable.

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Section: Hospital Services and Patient Satisfactionmentioning

confidence: 99%

Factors Determining Inpatient Satisfaction with Hospital Care in Bangladesh

Ashrafun¹,

Uddin²

2011

ASS

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“…Those works suggest that dissatisfaction, stress, and burnout are associated with patient dissatisfaction, [4][5][6] diminished adherence to medical treatments, 7,8 and poorer prescribing behaviors. [9][10][11] Poor worker well-being is, in turn, driven by organizational context, including both climate and culture.…”

Section: Introductionmentioning

confidence: 99%

Organizational Climate, Stress, and Error in Primary Care:: The MEMO Study

Linzer

Manwell²,

Mundt³

et al. 2005

PsycEXTRA Dataset

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Background: The impact of organizational climate on physicians and their patients is not well understood. The Minimizing Error, Maximizing Outcome (MEMO) Study investigates this question through a conceptual model that relates office working conditions to quality of care, as mediated by physician reactions. Methods: MEMO is a longitudinal study of physicians and patients in New York, Chicago, and the state of Wisconsin, including Milwaukee and Madison. Physician surveys assessed office environment and organizational climate (OC). Stress was measured using a 4-item scale, past errors were self reported, and the likelihood of future errors was self-assessed using the OSPRE (Occupational Stress and PReventable Error) measure. Factor analysis revealed new domains of OC. Regression analyses assessed predictors of stress, past errors, and future errors. Results: Among 420 physician respondents, predominantly from general medicine and family medicine practices, 38 percent described their office environment as busy, tending toward chaotic, while another 10 percent described their office environment as hectic or chaotic. Sixty-one percent agreed their work was stressful; 27 percent noted burnout symptoms; and 31 percent of respondents said they were at least moderately likely to leave their jobs within 2 years. The domains of OC (with related Cronbach's alpha values) were: leadership/governance (.86), quality emphasis (.86), belonging/trust (.79), information/communication (.68), and cohesiveness (.66). Chaotic office atmosphere was strongly associated with physician stress (P = .001), while a lack of quality emphasis was associated with past errors (P < .005), and a lack of emphasis on information and communication was associated with a higher likelihood of future errors (P < .02). Less trust in the organization was associated with an intent to leave (P = .001). Other variables associated with physician outcomes included age, gender, ethnicity, work hours, work control, inadequate resources, and a lesser emphasis on diversity. Conclusions: Physician stress is prevalent in primary care; stress and the likelihood of making errors are associated with organizational climate and office environment. Primary care offices could be made safer by emphasizing information systems, promoting a culture of quality, and improving the hectic environment.

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“…To focus the attention to the job satisfaction of healthcare staff shows that the job satisfaction is fundamental component of human resources quality. To be more specifi c, many researchers showed a strong positive correlation between the medical staff job satisfaction in healthcare institution and patients' satisfaction that are being provided with corresponding healthcare services in the same institution [4][5][6][7][8].…”

Section: Introductionmentioning

confidence: 99%

“…Th erefore, by creating the environment that promotes job satisfaction, managers in healthcare organization can develop employees that are motivated, productive and fulfi lled. In return, it will bring better healthcare services and will increase patients' satisfaction [15]. However, it is systematical mistake to treat the job satisfaction as an emotional reaction of an employee, instead of treating it as him presenting viewpoints through an evaluation process and this mistake results in discouraging and neglecting the study of real, true aff ective person's reaction to the job he performs [16].…”

Section: Introductionmentioning

confidence: 99%