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Physician Retention Strategies in Small Military Treatment Facilities.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Physician Retention Strategies in Small Military Treatment Facilities./
Author:	Amos, Stacey S.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
Description:	109 p.
Notes:	Source: Dissertations Abstracts International, Volume: 83-06, Section: B.
Contained By:	Dissertations Abstracts International83-06B.
Subject:	Health care management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28863308
ISBN:	9798496555326

Physician Retention Strategies in Small Military Treatment Facilities.
Amos, Stacey S.

Physician Retention Strategies in Small Military Treatment Facilities. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 109 p.

Source: Dissertations Abstracts International, Volume: 83-06, Section: B.

Thesis (D.B.A.)--Walden University, 2021.

This item must not be sold to any third party vendors.

During a time of increasing physician shortages, health care leaders must identify successful physician retention strategies. Health care leaders are concerned with physician retention, as a lack of physicians minimizes patient access to care. Grounded in the stakeholder theory, the purpose of this qualitative multiple case study was to explore strategies health care leaders in small military treatment facilities in rural areas use to improve physician retention. The participants were five health care leaders from different Army military treatment facilities located in rural areas throughout the continental United States who had more than four months of experience in physician shortages and retention strategies. Data were analyzed from semistructured interviews and Army health care policies using Yin's five-step data analysis process. Six themes emerged: competitive pay, hiring and onboarding improvements, authorization for more staff, staff recognition, offering training/education opportunities, and providing physicians with administrative time. A key recommendation is for health care leaders to assess physician well-being as a routine institutional performance metric and provide physicians with tools for self-calibration, self-care promotion resources, and resilience training. The implications for positive social change include the potential to create availability and shorter wait times for appointments, minimize the number of patients in military treatment facilities lost to providers in the private sector network, and improve physician and patient satisfaction.

ISBN: 9798496555326Subjects--Topical Terms:

2122906
Health care management.
Subjects--Index Terms:

Health care

Physician Retention Strategies in Small Military Treatment Facilities.
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245 1 0 $a Physician Retention Strategies in Small Military Treatment Facilities.
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300 $a 109 p.
500 $a Source: Dissertations Abstracts International, Volume: 83-06, Section: B.
500 $a Advisor: Lesser, Warren.
502 $a Thesis (D.B.A.)--Walden University, 2021.
506 $a This item must not be sold to any third party vendors.
520 $a During a time of increasing physician shortages, health care leaders must identify successful physician retention strategies. Health care leaders are concerned with physician retention, as a lack of physicians minimizes patient access to care. Grounded in the stakeholder theory, the purpose of this qualitative multiple case study was to explore strategies health care leaders in small military treatment facilities in rural areas use to improve physician retention. The participants were five health care leaders from different Army military treatment facilities located in rural areas throughout the continental United States who had more than four months of experience in physician shortages and retention strategies. Data were analyzed from semistructured interviews and Army health care policies using Yin's five-step data analysis process. Six themes emerged: competitive pay, hiring and onboarding improvements, authorization for more staff, staff recognition, offering training/education opportunities, and providing physicians with administrative time. A key recommendation is for health care leaders to assess physician well-being as a routine institutional performance metric and provide physicians with tools for self-calibration, self-care promotion resources, and resilience training. The implications for positive social change include the potential to create availability and shorter wait times for appointments, minimize the number of patients in military treatment facilities lost to providers in the private sector network, and improve physician and patient satisfaction.
590 $a School code: 0543.
650 4 $a Health care management. $3 2122906
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650 4 $a Medical personnel. $2 itrt. $3 774747
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653 $a Physician retention
653 $a Physician shortages
653 $a rural
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773 0 $t Dissertations Abstracts International $g 83-06B.
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793 $a English
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