1,2 2,3,4 David M. Levine, MD MPH MA and Bruce E. Landon, MD MBA MSc 1 2 Division of General Internal Medicine and Primary Care, Brigham and Women’s Hospital, Boston, MA, USA; Harvard Medical School, Boston, MA, 3 4 USA; Department of Health Care Policy, Harvard Medical School, Boston, MA, USA; Division of General Medicine and Primary Care, Beth Israel Deaconess Medical Center, Boston, MA, USA. J Gen Intern Med 33(6):779–80 themselves to those in other professions they might have DOI: 10.1007/s11606-018-4394-x selected such as law or finance, which might leave even those © Society of General Internal Medicine 2018 in high-paying medical specialties feeling like their pay is not fair. At the other extreme, physicians might compare relative pay within their field (or even their practice). Lastly, rather than focusing on exact compensation, fairness might be romoting wellness and preventing burnout among physi- judged by understanding and agreeing with the methods used cians is a national priority, particularly in primary care to determine pay in their particular setting. High-performing where a burgeoning work force shortage is looming. Promi- organizations nurture work place cultures built upon a foun- nent national physician organizations including the American dation of trust and
Journal of General Internal Medicine – Springer Journals
Published: Mar 12, 2018
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