2006
DOI: 10.1176/appi.ap.30.2.126
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Recruiting and Rewarding Faculty for Medical Student Teaching

Abstract: Academic leaders must acknowledge the inherent value of teaching to the academic enterprise and delegate sufficient resources to recruit, retain, and reward educators for the essential work that they perform.

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Cited by 17 publications
(10 citation statements)
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References 25 publications
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“…Our findings offer a different perspective as our participants chose to work in an academic environment in order to pursue their love of teaching. Our findings also suggest that opportunities to teach in a university hospital can represent a strong incentive for recruitment and retention, issues that are often cited as challenging in medical education …”
Section: Discussionmentioning
confidence: 54%
See 1 more Smart Citation
“…Our findings offer a different perspective as our participants chose to work in an academic environment in order to pursue their love of teaching. Our findings also suggest that opportunities to teach in a university hospital can represent a strong incentive for recruitment and retention, issues that are often cited as challenging in medical education …”
Section: Discussionmentioning
confidence: 54%
“…Our findings also suggest that opportunities to teach in a university hospital can represent a strong incentive for recruitment and retention, issues that are often cited as challenging in medical education. [27][28][29] As with any study, our inquiry has limitations. Firstly, we recruited participants from only one university.…”
Section: '[Teaching] Renews My Interest and My Focus'mentioning
confidence: 99%
“…2,5,6 These incentives have included monetary compensations to the 'best' teachers, complimentary continuing medical education courses, and establishing teaching academies to acknowledge the commitment to and evidence of educational excellence. 7,8 Whereas such incentives may have variable effectiveness in enlisting physicians to participate in educational programs, it is unclear whether these 'recruited' physicians are able to genuinely commit to the curriculum in the way that is required to bring about optimal teaching and learning. If educational outcomes were improved by these incentives, the mechanism of action might merely be that offering payment for teaching boosts the potential pool of teachers such that the most talented educators can be selected from a larger cohort of candidates.…”
Section: Introductionmentioning
confidence: 99%
“…36,37 It has been argued that, within psychiatry departments, these unit director roles are "burnout" career paths that offer little time for research or scholarly writing, or for the mentoring from senior faculty that these pursuits require. 38 Consequently, it is difficult for many inpatient directors to achieve academic advancement and tenure.…”
Section: Inpatient Psychiatric Attending Models In the Academic Centermentioning
confidence: 99%