Effect of Practice Ownership on Work Environment, Learning Culture, Psychological Safety, and Burnout

• Published in: Annals of family medicine 2018-04, Vol.16 (Suppl 1), p.S44-S51
• Main Authors: Cuellar, Alison, Krist, Alex H, Nichols, Len M, Kuzel, Anton J
• Format: Article
• Language: English
• Subjects: Burnout; Business owners; Health aspects; Leadership; Medical practice; Original Research; Physicians; Psychological aspects; Surveys; Work environment
• ISSN: 1544-1709; 1544-1717
• DOI: 10.1370/afm.2198

Physicians have joined larger groups and hospital systems in the face of multiple environmental challenges. We examine whether there are differences across practice ownership in self-reported work environment, a practice culture of learning, psychological safety, and burnout. Using cross-sectional data from staff surveys of small and medium-size practices that participated in EvidenceNOW in Virginia, we tested for differences in work environment, culture of learning, psychological safety, and burnout by practice type. We conducted weighted multivariate linear regression of outcomes on ownership, controlling for practice size, specialty mix, payer mix, and whether the practice was located in a medically underserved area. We further analyzed clinician and staff responses separately. Participating were 104 hospital-owned and 61 independent practices and 24 federally qualified health centers (FQHCs). We analyzed 2,005 responses from practice clinicians and staff, a response rate of 49%. Working in a hospital-owned practice was associated with favorable ratings of work environment, psychological safety, and burnout compared with independent practices. When we examined separately the responses of clinicians vs staff, however, the association appears to be largely driven by staff. Hospital ownership was associated with positive perceptions of practice work environment and lower burnout for staff relative to independent ownership, whereas clinicians in FQHCs perceive a more negative, less joyful work environment and burnout. Our findings are suggestive that clinician and nonclinician staff perceive practice adaptive reserve differently, which may have implications for creating the energy for ongoing quality improvement work.