Department of Health Services Administration, School of Health Professions, University of Alabama at Birmingham.
J Healthc Manag. 2019 Jan-Feb;64(1):28-42. doi: 10.1097/JHM-D-18-00019.
Recent reports have documented rising rates of CEO turnover. This phenomenon can have negative implications for hospitals and their surrounding communities, particularly in under-resourced rural communities. Ostensibly, components of the Affordable Care Act have addressed some of these resource challenges and may have helped to slow the CEO turnover trend in rural areas. We examined this possibility with a longitudinal analysis of U.S. acute care hospitals over an extended period (2006-2015) to examine whether patterns of CEO change differed for hospitals in different types of geographic areas (e.g., rural vs. urban). The rates revealed by our analysis seem to be problematic, with nearly one-quarter of all U.S. hospitals experiencing a change in CEO every 3 to 4 years, on average. Moreover, while the likelihood of a CEO change increased significantly over time for hospitals in nearly all types of geographic areas, it was nearly twice as large for frontier hospitals in areas with fewer than 2,500 residents compared to urban and rural hospitals. Our study suggests that the stability of hospital CEO leadership has declined over the past decade, particularly for vulnerable frontier hospitals, and highlights the need for recruitment and retention strategies to address this challenge.
近期报告记录了 CEO 离职率的上升。这种现象可能对医院及其周边社区产生负面影响，特别是在资源匮乏的农村社区。表面上，《平价医疗法案》的一些内容已经解决了部分资源挑战，可能有助于减缓农村地区 CEO 离职的趋势。我们通过对美国急性护理医院进行的一项纵向分析（2006 年至 2015 年）来研究这种可能性，以检验不同地理区域（例如农村与城市）的医院中 CEO 变化模式是否存在差异。我们的分析结果显示，医院 CEO 每 3 到 4 年更换一次的比例接近四分之一，这似乎存在问题。此外，尽管在过去的十年中，几乎所有地理区域的医院的 CEO 更换可能性都显著增加，但对于居民人数少于 2500 人的边境地区医院来说，这种可能性几乎是城市和农村医院的两倍。我们的研究表明，过去十年中，医院 CEO 领导的稳定性有所下降，特别是对于脆弱的边境医院，这凸显了需要制定招聘和留用策略来应对这一挑战。
