Weil P A, Kimball P A
American College of Healthcare Executives, Chicago, IL 60606, USA.
Hosp Health Serv Adm. 1995 Fall;40(3):362-85.
This study examines factors contributing to hospital CEOs' voluntary decisions to leave their positions in 1990. Using a longitudinal design, we contrast 49 leavers with 1,362 stayers. We view turnover as influenced by both "push" factors that promote leaving (dissatisfaction with the position) and "hump" factors that need to be overcome (the cost of job change). Push factors giving rise to dissatisfaction include lower compensation, the predecessor's termination, and value incongruity between the CEO and the hospital. Testing the impact of key variables from Fiedler's contingency theory of leadership, we show that task-oriented leaders are relatively less satisfied when compared with relationship-oriented leaders. CEOs also express less satisfaction in low-situational control settings, a measure heavily influenced by perceived inadequate support from medical staff and subordinates. "Hump" factors that deterred leaving included family-related obstacles such as spouse's work or children's school, features mentioned most often by younger CEOs. The study suggests that boards should structure competitively paid positions with opportunities to generate support from the medical staff and subordinates. Recruiters for CEO positions are apprised of the importance of nonwork features in CEOs' willingness to consider new positions.
本研究考察了促使医院首席执行官在1990年自愿离职的因素。采用纵向设计，我们将49位离职者与1362位留任者进行了对比。我们认为人员流动受到促进离职的“推动”因素（对职位的不满）和需要克服的“阻碍”因素（工作变动成本）的影响。引发不满的推动因素包括薪酬较低、前任的离职以及首席执行官与医院之间的价值观不一致。通过检验菲德勒领导权变理论中关键变量的影响，我们发现与关系导向型领导者相比，任务导向型领导者的满意度相对较低。在情境控制较低的环境中，首席执行官的满意度也较低，情境控制这一指标很大程度上受到来自医务人员和下属支持不足的影响。阻碍离职的“阻碍”因素包括与家庭相关的障碍，如配偶的工作或孩子的学校，年轻的首席执行官提及最多的就是这些因素。该研究表明，董事会应构建具有竞争力薪酬的职位，并提供从医务人员和下属那里获得支持的机会。首席执行官职位的招聘人员被告知非工作因素对首席执行官考虑新职位意愿的重要性。
