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Medical managers' beliefs about reduced‐hour physicians

Jennifer K. Hartwell (Kravis Leadership Institute, Claremont Mckenna College, Claremont, California, USA)
Rosalind C. Barnett (Women's Studies Research Center, Brandeis University, Waltham, Massachusetts, USA)
Stephen Borgatti (Carroll School of Management, Boston College, Chestnut Hill, Massachusetts, USA)

Journal of Health Organization and Management

ISSN: 1477-7266

Article publication date: 1 August 2004

Abstract

This paper examines medical managers' beliefs about the impact reduced‐hour career paths for physicians has on organizational effectiveness. The findings of this exploratory inductive study of 17 medical managers at nine medical organizations in the Boston area suggest that managers believe the benefits of reduced‐hour physicians (RHPs) far outweigh the disadvantages. However, many of their reasons appear to be exploitative of RHPs. In particular, managers believe that employing RHPs results in increased managerial control and that RHPs should: work more than they are compensated for; do a disproportionate share of the undesirable work; and remain extra flexible and available to the organization. An interpretation of the findings based on psychological contract theory is offered, and may help to illuminate other results reported in the literature, including some controversial findings that reduced‐hour workers tend to have poor health outcomes.

Keywords

Citation

Hartwell, J.K., Barnett, R.C. and Borgatti, S. (2004), "Medical managers' beliefs about reduced‐hour physicians", Journal of Health Organization and Management, Vol. 18 No. 4, pp. 262-278. https://doi.org/10.1108/14777260410554278

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited