Provider Satisfaction Study

Brannman, Shayne; Rattelman, Cori; Schutte, Susan

doi:10.21236/ada402381

Cited by 4 publications

(9 citation statements)

References 30 publications

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“…As we discussed in phase I of this study, before deciding to continue a career in the military, a person must consider not only pay but also Reference [7] presents the results of the key factors affecting Navy physician job satisfaction and a comparative analysis of how those factors differ from civilian physicians working in a managed care environment.…”

Section: Approachmentioning

confidence: 99%

“…As reported in the CNA Provider Satisfaction Study? the ability to practice quality medicine, the risk of deployment, adequate support staff and equipment, facility infrastructure, business practices, family stability, professional growth, promotion, continuing medical education opportunities, and recognition and respect are some of the other factors that affect DoD's ability to attract and retain quality health care professionals [7].…”

Section: Approachmentioning

confidence: 99%

“…As part of its Navy Provider Satisfaction Study, CNA interviewed over 300 Navy physicians [7]. Many of them were aware that the implementation of managed care had resulted in a loss of autonomy and income for many of their civilian counterparts.…”

Section: Fy97mentioning

confidence: 99%

“…1 The mere existence or absence of a pay gap, however, does not answer the question of the adequacy of pay. Because uniformed-civilian pay gaps have long existed for certain health care specialties, the answer lies in DoD's ability to achieve its MHS workforce objectives.As we discussed in phase I of this study, before deciding to continue a career in the military, a person must consider not only pay but also Reference [7] presents the results of the key factors affecting Navy physician job satisfaction and a comparative analysis of how those factors differ from civilian physicians working in a managed care environment. …”

mentioning

confidence: 99%

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Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Brannman¹,

Miller²,

Kimble³

et al. 2002

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources gathering and maintaining the data needed and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 223024302, and ABSTRACT (Maximum 200 words)(U) The military Health System (MHS) must execute twin missions. The primary mission of the MHS and the three Service medical departments is force health protection. This readiness mission involves providing medical support in combat and other military operations and maintaining the day-to-day health of about 1.5 million men and women who serve in the Army, Air Force, and Marine Corps. The second mission is to provide a health care benefit to nearly 6.6 million other people who are eligible to use the MHS. Because the Department of Defense (DOD) relies on a single force to meet the sometimes disparate missions, it must cultivate a workforce that is dedicated to caring for patients, committed to continuous improvement in performance and productivity, and competent in both wartime and peacetime. This challenge is particularly difficult because uniformed health care professionals are costly to access and train, and they have skills that are in demand in the private sector. Summary IntroductionThe Military Health System (MHS), one of the largest and oldest health care delivery systems in the United States, must execute twin missions. The primary mission of the MHS and the three Service medical departments is force health protection. This readiness mission involves providing medical support in combat and other military operations and maintaining the day-to-day health of about 1.5 million men and women who serve in the Army, Air Force, Navy, and Marines Corps. The second mission is to provide a health care benefit to nearly 6.6 million other people who are eligible to use the MHS.Because the Department of Defense (DoD) relies on a single force to meet these sometimes disparate missions, it must cultivate a workforce that is dedicated to caring for patients, committed to continuous improvement in performance and productivity, and competent in both wartime and peacetime. This challenge is particularly difficult because uniformed health care professionals are costly to access and train, and they have skills that are in demand in the private sector.Congressional awareness of this mandate and competition from the private sector for qualified health care professionals resulted in the following committee language in the National Defense Authorization Act for Fiscal Year 2001:The committee directs the Secretary of Defense to conduct a review and to report to the Committee on Armed Services of the Senate and the House of Represe...

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Section: Approachmentioning

confidence: 99%

Section: Approachmentioning

confidence: 99%

Section: Fy97mentioning

confidence: 99%

mentioning

confidence: 99%

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Health Professions' Retention-Accession Incentives Study Report to Congress (Phases II & III: Adequacy of Special Pays and Bonuses for Medical Officers and Selected Other Health Care Professionals

Brannman¹,

Miller²,

Kimble³

et al. 2002

Self Cite

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“…The MHS's peacetime benefit "culture" is also beginning to change. The emphasis is on better business practices, optimizing resources, and increasing productivity while maintaining the quality of patient outcomes [2].…”

Section: Summary Introductionmentioning

confidence: 99%