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When peer comparison information harms physician well-being.

Joseph S Reiff1, Justin C Zhang2, Jana Gallus1

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PubMed
Summary

Peer comparison interventions aimed at improving physician performance unexpectedly decreased job satisfaction and increased burnout. Leadership support training was found to mitigate these negative well-being effects.

Keywords:
field experimenthealthcarepeer comparisonwell-being

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Area of Science:

  • Behavioral economics
  • Health services research
  • Organizational psychology

Background:

  • Peer comparison information is widely used by policymakers and leaders to influence behavior.
  • The impact of these interventions on recipients' well-being remains largely unexamined.

Purpose of the Study:

  • To investigate the effects of a peer comparison intervention on primary care physicians' job performance, job satisfaction, and burnout.
  • To explore the mechanisms behind any observed effects and test a potential mitigating intervention.

Main Methods:

  • A 5-month field experiment involving 199 primary care physicians and 46,631 patients.
  • Physicians received information comparing their preventive care performance to peers within the same health system.
  • A complementary intervention involved leadership training on supporting physicians.

Main Results:

  • The peer comparison intervention did not significantly improve physician preventive care performance.
  • Physician job satisfaction significantly decreased, and burnout significantly increased.
  • Negative effects on job satisfaction persisted for at least 4 months post-intervention; leadership support training mitigated these adverse outcomes.

Conclusions:

  • Peer comparison interventions can have unintended negative consequences on physician well-being, potentially signaling a lack of leadership support.
  • Evaluating the psychological costs of behavioral interventions is crucial.
  • Leadership support training can serve as a complementary strategy to mitigate the adverse effects of such interventions.