effects of hospital ownership on medical productivity by Daniel P. Kessler

Cover of: effects of hospital ownership on medical productivity | Daniel P. Kessler

Published by National Bureau of Economic Research in Cambridge, MA .

Written in English

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  • Hospitals, Proprietary -- United States -- Cost of operation.,
  • Hospital care -- United States -- Cost effectiveness.

Edition Notes

Book details

StatementDaniel Kessler, Mark McClellan.
SeriesNBER working paper series -- no. 8537, Working paper series (National Bureau of Economic Research) -- working paper no. 8537.
ContributionsMcClellan, Mark B., National Bureau of Economic Research.
The Physical Object
Pagination40 p. ;
Number of Pages40
ID Numbers
Open LibraryOL22428829M

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To develop new evidence on the effects of hospital ownership and other aspects of hospital market composition on health care productivity, we analyze longitudinal data on the medical expenditures and health outcomes of the vast majority of nonrural elderly Medicare beneficiaries hospitalized for new heart attacks over the by: 1.

Rand J Econ. Autumn;33(3) The effects of hospital ownership on medical productivity. Kessler DP(1), McClellan MB. Author information: (1)Stanford University, USA. [email protected] To develop new evidence on how hospital ownership and other aspects of hospital market composition affect health care productivity, we analyze longitudinal data on the medical Cited by: Effects of hospital ownership on medical productivity.

Cambridge, MA: National Bureau of Economic Research, © (OCoLC) Material Type: Internet resource: Document Type: Book, Internet Resource: All Authors / Contributors: Daniel P Kessler; Mark B.

and public hospital ownership on medical productivity have reported a wide range of empirical results. On one hand, some researchers report that the for-profit form achieves greater productive efficiency (e.g., Wilson and JadlowHerzlinger and Krasker effects of hospital ownership on medical productivity book, Cutler and Horwitz ).

BibTeX @MISC{Kessler01givento, author = {Daniel Kessler and Mark Mcclellan and Daniel Kessler and Mark Mcclellan and Jel No. I and Daniel Kessler and Mark Mcclellan}, title = {given to the source. The Effects of Hospital Ownership on Medical Productivity}, year = {}}. There is ongoing debate about the effect of ownership on hospital performance as regards efficiency and care quality.

This paper proposes an analysis of the differences in productivity and. Ownership and Hospital Productivity Brigitte Dormont* et Carine Milcent**1 July, 12, Abstract There is ongoing debate about the effect of ownership on hospital performance as regards efficiency and care quality.

This paper proposes an analysis of the differences in productivity and efficiency between French public and private hospitals. w The Effects of Hospital Ownership on Medical Productivity: McClellan and Staiger: Comparing Hospital Quality at For-Profit and Not- for-Profit Hospitals: McClellan and Staiger: w Comparing Hospital Quality at For-Profit and Not-for-Profit Hospitals: Eggleston, Shen, Lau, Schmid, and Chan.

α h are hospital fixed effects. HIT ht is a binary variable equal to one if a hospital has contracted either a clinical decision support or an electronic medical records system in the current year or in an earlier year. γ st is a vector of state-year interacted fixed effects.

2 X ht is a vector of hospital and patient characteristics. I Cited by: The measurement of efficiency and productivity of health service delivery has become a small industry. This is a review of published papers on frontier efficiency : Bruce Hollingsworth.

Kessler DP, McClellan MB. The Effects of Hospital Ownership on Medical Productivity. RAND Journal of Economics. ; 33 (3)– [Google Scholar] The Leapfrog Group and Bridges to Excellence. Measuring Provider Efficiency Version [accessed on January 5, ].Cited by: services—such as an hour of physician’s time or a hospital stay—would miss the effects of this shift in treatment methods on the price of health care.

But, in theory, a treatment-based approach. Background: Due to the increasing health care costs, the issue of productivity in hospitals must be taken into great consideration in order to provide, preserve and promote public health services.

Thus, increasing the level of productivity must become the main aim of any hospital. Objective of this study is to determine the total factor productivity and its components over the period Cited by: 4. Comparing Hospital Quality at For-Profit and Not- for-Profit Hospitals: Shen, Eggleston, Lau, and Schmid: w Hospital Ownership and Financial Performance: A Quantitative Research Review: Kessler and McClellan: w The Effects of Hospital Ownership on Medical Productivity.

Following previous literature, we assume that a hospital compares potential benefits with the costs of using high-technology medical equipment, such as CT and ial quality improvement and income increase are the benefits of using CT and MRI by hospitals.

Since using CT and MRI has the greatest potential for quality improvement and income increase among the most inefficient hospitals Cited by: 2.

The healthcare dataset categorizes hospital Ownership into three groups, governmental, proprietary, and voluntary group has further sub-groups.

For example, proprietary includes corporation, individual, partnership, and this paper, we use the main categories to create two indicator variables, governmental and proprietary to distinguish hospitals' ownership, setting Cited by: 9. Dr. Robert A. Book is a health economist, and Senior Research Director at Health Systems Innovation Network, LLC, where he works primarily on economic and statistical modeling of the effects of health care reform, primarily through the lens of the effects of changes in the law on the incentives faced by individuals, employers, providers, and.

Models of the effects of malpractice pressure on medical productivity. We construct such malpractice pressure indices M ̃ st for each state–year cell by constructing measures of the malpractice claim intensity that would be observed for a reference distribution of physicians, patients, and by: Approaches to studying the effects of health on productivity Ways for employers to estimate the costs of productivity loss Concrete suggestions for future research developments in the area Implications of this research for public policy Health risk assessment.

Monitrend data are published by the AHA in semiannual reports entitled HAS/Moni-trend Data Book. An example of“Hospital Productivity and The effect of experience, ownership and focus Cited by: The book is full of these practical examples which, if implemented, will have a dramatic positive effect on exceeding productivity standards while continuing to provide excellence in patient care.

There is truly an advantage to owning a Productivity Practicum for gaining a shared understanding between clinical delivery models and financial management/5(6). Although perennially relevant, investigation of the effect of Medicare hospital payment changes on hospital and health system performance has heightened salience today.

The Patient Protection and Affordable Care Act (Public Law –; hereafter, ACA) will permanently reduce the Medicare payments hospitals would otherwise by:   Himmelstein believes the structure of the market and the the culture in hospital administration motivates hospitals to do what other hospitals are doing, despite their applicability to care.

Perhaps the cumulative effect of rounding down blood pressure numbers will provide a stronger indicator of good care. priori uncertainty over the returns hospitals can expect from implementing health IT.

In other contexts, IT adoption has been shown to improve health outcomes (Athey and Stern, ). We provide evidence on the impact of IT investments on hospital productivity to assess the private benefits from hospitals’ adoption of health Size: KB. Therefore, the net effect of hospital profitability on care quality can be either positive or negative, depending on the magnitude of each factor.

To improve service quality and in turn attract more business, hospitals may need to invest in hospital infrastructure, medical equipment, and Cited by: 9. hospital ownership and efficiency (i.e., published and unpublished articles or book chapters in English between JanuaryandJuly)throughasystematic procedure.

Our search in several databases was limited to general, acute care hospitals and to empirical studies (i.e., excluding theoretical papers and case studies). In addition, the of. many other U.S. industries in terms of innovation, use of information technology, and management practices.

Kleinke (, p. 6) described medical delivery in the United States as “ a miracle of disorganization, held together through the sheer collective will of overworked professionals tasked with managing tens of millions of patients by memory, pen scrawl, Post-It note, and telephone.

E-Books; E-Book Archives with unit managers and provide feedback regarding the productivity of the unit. cost-effective means available for hospital leaders to transform medical delivery. of transition between the employee and the owner that the outcomes employee contract. As the prospective of employee pay is the necessary of life.

The payment receives from work done on the behalf of people getting the employment. From the employee prospective one of the most important part of cash flow. Compensation is. Hospital-employed physicians and physicians working in faculty practice plans or medical schools were less likely to have compensation based on personal productivity.

The study noted that nearly 40 percent of physicians received all of their compensation from either salary or productivity, with 19 percent for the first and percent for the. Therefore, Dr. Niazi designed his program to focus on using outcomes to improve the quality and productivity of clinical care conversations and.

impact of its implementation on orthopaedic surgeons in an outpatient setting. Methods: Time-driven activity-based costing (TD-ABC) was used to evaluate the effect of EMR implementation in an outpatient adult reconstruction clinic. One hundred and forty-three patients were prospectively timed throughout their visit to clinics, before implementation of a hospital system-wide EMR system and.

Effect of organizational structure, leadership and communication on efficiency and productivity - A qualitative study of a public health-care organization Authors: Johanna Andersson Alena Zbirenko Supervisor: Alicia Medina Student Umeå School of Business and Economics Spring semester Bachelor thesis, 15 hpFile Size: 1MB.

ResearchGate is a network dedicated to science and research. Connect, collaborate and discover scientific publications, jobs and conferences.

All for free. medical practice. The Stark Law, however, is quite broad in its scope and does regulate many other providers that have financial relationships with physicians — particularly hospitals.

The reader should note that this booklet is not meant to be an exhaustive treatment of the Stark Law and the concerns of the medical practice have been emphasized. For evidence on differences in financial behavior, see E.

Silverman, J.S. Skinner, and E.S. Fisher, “The Association between For-Profit Hospital Ownership and Increased Medicare Spending Cited by: Journal of Medical Systems, Vol. 11, No.

5, A Model to Determine Staff Levels, Cost, and Productivity of Hospital Units Walton M. Hancock, Stephen M. Pollock, and Myeng-Ki Kim A methodology ispresented with examples oftheproductivity, the staffing required, the resultant.

Its "productivity adjustment" will scale payments downward by the average rate at which private nonfarm businesses' productivity increases. That rate has been estimated to be percentage points per year (Shatto and Clemens ), larger than historical, annual hospital productivity gains (Cylus and Dickensheets ).

Apps That Promote Productivity - The role of technology and personal health extends far beyond healthcare facilities, though.

Millions of people experience the positive effects of productivity- and brain-boosting apps on a daily basis. Apps like Lumosity help train. Total Hospital Ownership Effect: ISTC Effect at Sample Means provided by medical staff, delays, privacy and dignit y. The data also include information about.

Executives at St. Peter’s Health Partners Medical Associates sent a letter in late August to doctors warning them of financial losses and suggesting higher productivity was needed, according to.hospital, building loyalty must be the primary goal of any call center.

Solucient’s conclusions include the following: [9] 60% of callers are repeat callers. 20% of all hospital customers use the call center in a given year. Repeat callers use more hospital services than one-time callers.

Interest in the well-being of physicians has increased because of their contributions to the healthcare system quality. There is growing recognition that physicians are exposed to workplace factors that increase the risk of work stress.

Long-term exposure to high work stress can result in burnout. Reports from around the world suggest that about one-third to one-half of physicians experience Cited by:

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