title: Performance evaluations of physician executives. Interview by Barbara J. Linney.
abstract: Six senior physician executives were interviewed to see how they were doing or not doing performance reviews in their organizations. There seems to be a trend toward doing them, but it is in the beginning stages. Of the physician executives surveyed, the experience ranges from formal lengthy evaluations with rating scales to reviewing a short list of goals. Several are in the process of developing new systems or revising old ones. Probably the most useful part of a performance evaluation is the conversation between the physician executive and the person he or she reports to. If you can stop approaching performance evaluations as passing negative judgments on people, but as having a conversation to hear their concerns, learn what their goals are, and offer ways to help them achieve their potential, they can be useful, enjoyable experiences for both people.
authors.forename: R
authors.initials: R
authors.lastname: Gaintner
authors.forename: W
authors.initials: W
authors.lastname: Rock
authors.forename: M
authors.initials: M
authors.lastname: Feitel
authors.forename: M
authors.initials: M
authors.lastname: Doyne
authors.forename: B
authors.initials: B
authors.lastname: Kearney
authors.forename: D
authors.initials: D
authors.lastname: Hofreuter
mesh_terms: D004649:Employee Incentive Plans; D004650:Employee Performance Appraisal; D006040:Goals; D006801:Humans; D007398:Interpersonal Relations; D008486:Physician Executives; D014481:United States