TY - JOUR
T1 - Plan for compensating full-time physicians involved in medical education
AU - Milad, Magdy P.
AU - Hendricks, Susan K.
AU - Williford, Loyd E.
N1 - Copyright:
Copyright 2020 Elsevier B.V., All rights reserved.
PY - 1999
Y1 - 1999
N2 - In response to growing financial pressures, many academic institutions have begun rewarding full-time faculty primarily on the basis of productivity. This formula often over-rewards procedure-oriented specialists while poorly compensating primary care physicians. Collections have little to do with clinical effort, and rewarding productivity alone ignores the many other qualities important to the academic mission. We developed a simple, adjustable plan for quantifying and rewarding faculty behavior consistent with the goals of the institution. Eight categories are weighed by the departmental chairperson or committee, including previous year's salary, productivity, patient satisfaction, administration, academic rank, teaching, research, and quality of care. This plan is flexible and rewards behavior consistent with departmental priorities. It also allows for individual members of the department to increase their salaries by adjusting their behavior. As federal funds for training continue to decrease, teaching, research, and other scholarly activities might not be fairly compensated. Unless each institution prospectively develops a program that rewards those activities that the institution values, many important scientific and educational activities will be completely replaced by the more tangible efforts of patient care.
AB - In response to growing financial pressures, many academic institutions have begun rewarding full-time faculty primarily on the basis of productivity. This formula often over-rewards procedure-oriented specialists while poorly compensating primary care physicians. Collections have little to do with clinical effort, and rewarding productivity alone ignores the many other qualities important to the academic mission. We developed a simple, adjustable plan for quantifying and rewarding faculty behavior consistent with the goals of the institution. Eight categories are weighed by the departmental chairperson or committee, including previous year's salary, productivity, patient satisfaction, administration, academic rank, teaching, research, and quality of care. This plan is flexible and rewards behavior consistent with departmental priorities. It also allows for individual members of the department to increase their salaries by adjusting their behavior. As federal funds for training continue to decrease, teaching, research, and other scholarly activities might not be fairly compensated. Unless each institution prospectively develops a program that rewards those activities that the institution values, many important scientific and educational activities will be completely replaced by the more tangible efforts of patient care.
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U2 - 10.1097/00006250-199904000-00029
DO - 10.1097/00006250-199904000-00029
M3 - Article
C2 - 10214845
AN - SCOPUS:0032974535
VL - 93
SP - 614
EP - 618
JO - Obstetrics and Gynecology
JF - Obstetrics and Gynecology
SN - 0029-7844
IS - 4 SUPPL.
ER -