Date of Conferral

2-21-2024

Date of Award

February 2024

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Edward Paluch

Abstract

Physician turnover affects care delivery and contributes to costs, emphasizing the need for retention to minimize unnecessary costs of hiring, training, and lost productivity among healthcare organizations. Healthcare leaders tend to be concerned about the negative affects that physician turnover has on patient care, profitability, and organizational viability. The U.S. healthcare system may benefit from reduced expenditures associated with retention. Grounded in Ellenbecker’s job retention model, the purpose of this qualitative multiple-case study was to explore strategies healthcare organizational leaders use to retain employed primary care and internal medicine physicians. The participants comprised six physician leaders from three healthcare organizations in North Carolina. Data were collected through semistructured interviews and analyzed using thematic analysis and applied interpretative phenomenological analysis. Two key themes emerged, revealing the need to sustain the financial wants and needs of physicians by effectively collaborating and communicating with them. To meet financial needs, it is recommended physicians receive a base salary and additional commission for every extra patient they see to encourage patient care. Leadership should effectually communicate by conducting regularly scheduled interactions with physician subordinates in a setting and manner that allows for open an honest communication. Future research should include other stakeholders of the healthcare sector to study the phenomenon of interest. The implications for positive social change include the potential to enhance physician retention, which may lead to improved patient outcomes, reduced healthcare costs, and the overall well-being of communities.

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