Journal of Healthcare Management - July/August 2014 - (Page 303)

T H E E F F E CT OF P ROFESS I ONAL C ULTURE ON Tyler, T. R. (1994). Psychological models of the justice motive: Antecedents of distributive and procedural justice. Journal of Personality and Social Psychology, 67(5), 850-863. Tyler, T. R., & Blader, S. L. (2000). Cooperation in groups: Procedural justice, social identity and behavioral engagement. Philadelphia, PA: Psychology Press. van Maanen, J., & Barley, S. R. (1984). Occupational communities: Culture and control in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behaviour. Greenwich, CT: Elsevier Science. van Maanen, J., & Schein, E. H. (1979). Occupational socialization in the professions. Research in Organizational Behavior, 43, 466-470. Vollmer, H. M., & Mills, D. L. (1966). Professionalisation. Englewood Cliffs, NJ: Prentice-Hall. I NTRINSIC M OTIVATION A MONG P HYSICIANS Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628-652. Weick, K. E. (1995). Sensemaking in organizations. London, UK: Sage. Weiner, Y. (1988). Concepts of culture and organisational analysis. Academy of Management Review, 13, 534-545. Wilkins, A. L., & Ouchi, W. G. (1983). Efﬁcient cultures: Exploring the relationship between culture and organizational performance. Administrative Science Quarterly, 28(3), 468-481. Wynia, M. K. (2008). The short history and tenuous future of medical professionalism: The erosion of medicine's social contract. Perspectives in Biology and Medicine, 51(4), 565-578. PRACTITIONER APPLICATION Susan L. Browning, FACHE, vice president of neurosciences, ENT/head and neck, and ophthalmology service lines, North Shore-LIJ Health System, Manhasset, New York A ccording to the American Medical Association, about 60% of family physicians (internists and pediatricians), 50% of surgeons, and 25% of surgical subspecialists (e.g., otolaryngologists, ophthalmologists) are employed, either by hospitals and health systems or large physician group practices (Leigh, Tancredi, & Kravitz, 2009). As physician employment has evolved within the structures of larger entities, compensation and incentive structures have become increasingly complex. There has also been a systemic shift toward population health and reimbursement based on performance. Larger organizations, many of which have traditionally established compensation formulas based on productivity, are transitioning from formulas based solely on volume to formulas that focus on clinical quality and management of the population's health. In a recent article in The New York Times, Mark Smith, of Merritt Hawkins, notes that 35% of the jobs for which his ﬁrm is recruiting include qualitybased incentive compensation (Rosenthal, 2014). However, it is well established that the size and prevalence of these incentives is not yet high enough to inﬂuence physician behavior. Interestingly, the research in this study highlights the ﬁnding that the focus of physician alignment through a combination of compensation and incentives may be 303

Table of Contents for the Digital Edition of Journal of Healthcare Management - July/August 2014

Journal of Healthcare Management - July/August 2014
Contents
Interview With Charles R. Evans, FACHE, President of the International Health Services Group and Senior Advisor at Jackson Healthcare
The Most Effective Leadership Style for the New Landscape of Healthcare
Exploring Obstacles to Success for Early Careerists in Healthcare Leadership
Decisions Through Data: Analytics in Healthcare
Sustainable Competitive Advantage for Accountable Care Organizations
Hospital Characteristics Associated With Achievement of Meaningful Use
The Effect of Professional Culture on Intrinsic Motivation Among Physicians in an Academic Medical Center
Abstract from the Academy of Management

Journal of Healthcare Management - July/August 2014