Abstract:The authors describe the implementation and first three years (1997-1999) of a department-wide incentive plan of the Department of Family Medicine at the State University of New York at Buffalo School of Medicine and Biomedical Sciences. By using a consensus approach, a representative elected committee designed a clinical relative value unit (explained in detail) that could be translated to equally value and reward faculty efforts in patient care, education, and research and which allowed the department to avo… Show more
“…Six studies explicitly reported a retrospective approach to data collection. 3,6,7,10,11,13 The authors of the two remaining studies confirmed that data collection was prospective. 8,9 None of the studies included an active comparator.…”
Section: Features Of the Studiesmentioning
confidence: 80%
“…3,6,11 The need for staff support for managing productivity assessment was reported for four strategies. 3,6,8,11 Four strategies were described as offering either web-based access 9,11 or regular feedback to faculty.…”
Section: Features Of the Strategiesmentioning
confidence: 99%
“…3,6,8,11 Four strategies were described as offering either web-based access 9,11 or regular feedback to faculty. 8,10 A variable number of the reports provided specific and reproducible descriptions of the strategies for assessing the four areas of productivity: clinical (eight studies 3,6−11,13 ), research (six 3,6,[9][10][11]13 ), teaching (six 3,[6][7][8]11,13 ) and administrative (four 3,9,11,13 ). The strategies used one or more methods for assessing the different areas of productivity, but the methods were not consistent across these strategies.…”
Strategies introduced to assess productivity as part of a compensation scheme appeared to improve productivity in research activities and possibly improved clinical productivity, but they had no effect in the area of teaching. Compensation increased at both group and individual levels, particularly among junior faculty. Higher quality evidence about the benefits and harms of such assessment strategies is needed.
“…Six studies explicitly reported a retrospective approach to data collection. 3,6,7,10,11,13 The authors of the two remaining studies confirmed that data collection was prospective. 8,9 None of the studies included an active comparator.…”
Section: Features Of the Studiesmentioning
confidence: 80%
“…3,6,11 The need for staff support for managing productivity assessment was reported for four strategies. 3,6,8,11 Four strategies were described as offering either web-based access 9,11 or regular feedback to faculty.…”
Section: Features Of the Strategiesmentioning
confidence: 99%
“…3,6,8,11 Four strategies were described as offering either web-based access 9,11 or regular feedback to faculty. 8,10 A variable number of the reports provided specific and reproducible descriptions of the strategies for assessing the four areas of productivity: clinical (eight studies 3,6−11,13 ), research (six 3,6,[9][10][11]13 ), teaching (six 3,[6][7][8]11,13 ) and administrative (four 3,9,11,13 ). The strategies used one or more methods for assessing the different areas of productivity, but the methods were not consistent across these strategies.…”
Strategies introduced to assess productivity as part of a compensation scheme appeared to improve productivity in research activities and possibly improved clinical productivity, but they had no effect in the area of teaching. Compensation increased at both group and individual levels, particularly among junior faculty. Higher quality evidence about the benefits and harms of such assessment strategies is needed.
“…A few have reported their experience in clinical departments, though none has included a pathology department (7,11,(17)(18)(19). In this report, we describe the UCDavis Department of mission-based reporting system.…”
We report how data from the UCDavis mission-based reporting system (MBR) can be used to define contributions for each division within a Department of Pathology based on faculty rank and series, and to evaluate whether these contributions are in alignment with the missions of the department and the goals of the School's leadership. MBR summary reports were generated for each The Department of Pathology's average contribution to both the Teaching and Clinical Service missions was less than the School's average. We conclude that MBR data creates unique profiles for divisions and the department and enables interdepartmental comparisons that would not be possible by other means.Within the context of our own school, the present analysis illustrates that the 3 Department of Pathology is fulfilling the expectations of the School's leadership.In a more general sense, these profiles allow appropriate monitoring of the workforce, funds flow analysis, allocation of resources, and strategic planning in an academic medical center.4
“…A few centers have developed incentive-based faculty compensation programs, but the productivity measures and compensation levels of these programs have been based on internally devised scales. 2,3 It is difficult to assess the success of these programs without a comparison to national productivity standards.…”
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