ライフサイエンスコーパス: hospitalist

1 011, and December 31, 2016, and treated by a hospitalist.

2 esigning appropriate compensation scales for hospitalists.

3 y primary care physicians, and burnout among hospitalists.

4 an survey participants were active pediatric hospitalists.

5 followed by comparative ratings by attending hospitalists.

6 cy medicine residents, and partnerships with hospitalists.

7 eceiving all their general medical care from hospitalists.

8 active bed management process coordinated by hospitalists.

9 mportant determinant of the effectiveness of hospitalists.

10 ively, many patients are admitted to medical hospitalists.

11 aire was used to describe 1) the features of hospitalists, 2) the hospitals in which they practice, a

12 Patients assigned to hospitalists (24.8%) and nonhospitalists (75.2%) did not

13 Interviews included 90 respondents (31 hospitalists, 33 clinical pharmacists, 14 stewardship le

14 included 38 participants: 17 specialists, 13 hospitalists, 4 patients, and 4 family members.

15 A total of 80 hospitalists (49 [61%] male; 30 [37%] Asian, 5 [6%] Blac

16 inicians, 50 of 95 PCPs (52.6%) and 42 of 56 hospitalists (75.0%) completed surveys.

17 cantly more staffing of low FTR hospitals by hospitalists (85% vs 20%, P < 0.001) and residents (62%

18 odels to compare the outcomes of care by 284 hospitalists, 993 general internists, and 971 family phy

19 ns between CC clinicians, ED physicians, and hospitalists addressing need for admission, inpatient tr

20 to the care of an inpatient physician, the "hospitalist." All hospitalists manage medical patients i

21 Research, University of Michigan Specialist-Hospitalist Allied Research Program, and Ann Arbor Veter

22 and interventional cardiology, as well as a hospitalist and experts in alarm management.

23 all inpatient Medicare services provided by hospitalists and identified patient and hospital charact

24 ortality was not significantly different for hospitalists and nonhospitalists; however, 30-day mortal

25 Participants were hospitalists and specialists who had requested or perfor

26 Accurate information about hospitalists and their practices will be important to cl

27 outcomes attributable to the introduction of hospitalists and those attributable to other changes in

28 who were treated by general internists (both hospitalists and traditional, non-hospital-based general

29 diopulmonary POCUS examinations performed by hospitalists and/or sonographers, integrated into routin

30 Hospitalists' and PCPs' perceptions were evaluated using

31 he patient, family caregiver (if available), hospitalist, and PCP, conducted before discharge.

32 study included residents in the categorical, hospitalist, and primary care tracks in postgraduate yea

33 Twenty-four emergency physicians, 37 hospitalists, and 37 intensivists.

34 ) were emergency physicians, 17 (37.0%) were hospitalists, and 4 (8.7%) were interventionalists.

35 icians, including 6 emergency physicians, 13 hospitalists, and 8 intensivists.

36 tical care, and surgeons, anesthesiologists, hospitalists, and any clinicians and healthcare provider

37 ed hospitalized adults on the wards, nurses, hospitalists, and hospital staff.

38 cians, cardiology fellows, internal medicine hospitalists, and internal medicine interns) classified

39 response teams, clinical guidelines, use of hospitalists, and medication reconciliation); however, t

40 train primary care physicians, house staff, hospitalists, and oncologists to initiate these difficul

41 in a health system filled with intensivists, hospitalists, and skilled nursing facility physicians.

42 or residents, emergency medicine physicians, hospitalists, anesthesiologists, nurses, and clinical or

43 Hospitalist anxiety due to uncertainty was not associate

44 use of hospitalists is growing rapidly, and hospitalists are also assuming prominent roles as teache

45 Hospitalists are assuming an increasing role in the care

46 Hospitalists are increasingly being used for inpatient c

47 By training, most hospitalists are internists who are well prepared to car

48 We defined hospitalists as general internists who derived 90% or mo

49 As hospitalists assume control of inpatient care, they must

50 l physicians to transfer their patients to a hospitalist at the time of admission to the hospital (ma

51 re asked to identify what they believed most hospitalists at their institution would recommend in eac

52 as conducted at the ambulatory practice of a hospitalist between January 1, 2010, and December 31, 20

53 of large employers toward the phenomenon of hospitalists can be derived by examining the four essent

54 Hospitalist care appears to be modestly less expensive t

55 h of stay and hospital costs associated with hospitalist care are offset by higher medical utilizatio

56 Hospitalist care has grown rapidly, in part because it i

57 No national studies examining the effect of hospitalist care on hospital costs or on medical utiliza

58 Hospitalist care was associated with lower costs and sho

59 spital care (UHC) involved routine pediatric hospitalist care.

60 y was 0.64 day less among patients receiving hospitalist care.

61 Full-time faculty hospitalists cared for the study group, were in the hosp

62 e likely than those with no debt to choose a hospitalist career (8.5% vs. 6.2%), and this preference

63 ted every fourth day were assigned to 1 of 2 hospitalists caring for inpatients 6 months each year or

64 Among newly trained hospitalists, certification examination score, but not r

65 s 0.49 day shorter for patients cared for by hospitalists (CI, -0.79 to -0.15 day; P = 0.01).

66 Experts included hospitalist clinicians, leaders, and administrators, as

67 more likely to report feeling: respected by hospitalist colleagues (P = .001), considered valuable t

68 OVE (low risk) patient grouping, intensivist/hospitalist comanagement of surgical patients, and targe

69 Hospitalists compared edited HC pairs with A/B testing o

70 ists; however, 30-day mortality was 4.2% for hospitalists compared with 6.0% for nonhospitalists in y

71 ted costs were not significantly reduced for hospitalists compared with nonhospitalists in year 1 but

72 PANTS: Retrospective cohort analyses of 6898 hospitalists completing training in 2016 to 2018 and car

73 Thus, the hospitalist could become the means to exclude internists

74 imated odds ratio of survival of 2.8 for the hospitalist era compared with the resident era (p = .013

75 adjusted for severity of illness, during the hospitalist era was 21.1 hrs shorter than during the res

76 as used to compare length of stay during the hospitalist era with that of the resident era, adjusted

77 used to compare odds of survival during the hospitalist era with that of the resident era, adjusted

78 independent association between survival and hospitalist era.

79 of 10 internal medicine resident editors, 8 hospitalist evaluators, and randomly selected general me

80 lity in the second but not the first year of hospitalists' experience.

81 The hospitalist field has now achieved many of the attribute

82 More patients in the hospitalist group were discharged from the hospital with

83 by general internists, patients cared for by hospitalists had a modestly shorter hospital stay (adjus

84 by family physicians, patients cared for by hospitalists had a shorter length of stay (adjusted diff

85 Admissions seeing 2 or 3 hospitalists had a slightly greater adjusted odds of sub

86 Over the 2 years of this study, patients of hospitalists had lower risk for death in the hospital (a

87 In year 2, patients of hospitalists had shorter stays (0.61 day shorter; P = 0.

88 The use of hospitalists has implications for patients, for internis

89 Empirical research supports the premise that hospitalists improve inpatient efficiency without harmfu

90 in 49%; advanced practice providers in 63%; hospitalists in 21%; and telemedicine coverage in 14%.

91 l advantages and disadvantages of the use of hospitalists in each of these areas.

92 The growing reliance on hospitalists in the United States has implications for s

93 formation on the increase in patient care by hospitalists in the United States is lacking.

94 ave stimulated a growing role for physician "hospitalists" in caring for patients hospitalized by oth

95 The number of hospital-based physicians, or hospitalists, in the United States has grown rapidly, ye

96 (n = 172) were requested most frequently by hospitalists, including neurologists (71 of 172 [41%]) a

97 s are needed to understand the ways in which hospitalists increase clinical efficiency and appear to

98 teristics, the odds of receiving care from a hospitalist increased by 29.2% per year from 1997 throug

99 ral internal medicine who were identified as hospitalists increased from 5.9% in 1995 to 19.0% in 200

100 y general internists that were attributed to hospitalists increased from 9.1% to 37.1% during this sa

101 d for family physicians, subspecialists, and hospitalists, internists will continue to play a central

102 ns in emergency medicine, hospital medicine (hospitalist), interventional cardiology, and interventio

103 he clinical and economic outcomes of care by hospitalists is derived from a small number of single-ho

104 catalyzed by these data, the clinical use of hospitalists is growing rapidly, and hospitalists are al

105 However, the focus and expertise of hospitalists is likely to improve inpatient education fo

106 n critical care medicine and the concept of "hospitalists" is becoming more accepted by institutions

107 s results returned after discharge, surveyed hospitalists, junior residents, and primary care physici

108 obstetricians, emergency medicine providers, hospitalists, laboratorians, and infectious disease spec

109 The hospitalist laboratory testing mean cost per day was $13

110 cluded total hip and knee joint replacement, hospitalist laboratory utilization, and management of se

111 Active bed management is a hospitalist-led, multifaceted intervention that consists

112 Most hospitalists limited their practices to the inpatient se

113 inpatient physician, the "hospitalist." All hospitalists manage medical patients in the hospital.

114 Hospitalists may add value by being more available to in

115 Hospitalists may decrease costs and improve outcomes in

116 Hospitalists may improve the efficiency of inpatient car

117 alists and their trainees are concerned that hospitalists may request fewer consultations, which coul

118 stays, that led to the remarkable growth of hospitalist medicine are now exerting pressure on neurol

119 Shorter length of stay with the hospitalist model also may reflect improved quality of c

120 Over the past decade, the hospitalist model has become a dominant system for the d

121 h on the clinical and economic impact of the hospitalist model in other surgical populations is warra

122 Potential disadvantages of the hospitalist model include loss of information as a resul

123 For common inpatient diagnoses, the hospitalist model is associated with a small reduction i

124 For many internists, the hospitalist model is attractive, but they are concerned

125 The hospitalist model is rapidly altering the landscape for

126 ays, mean length of stay for patients in the hospitalist model of care was shorter (5.1 days vs. 5.6

127 We originally described the hospitalist model of inpatient care in 1996; since then,

128 Previous investigations of the effect of the hospitalist model on resource use and patient outcomes h

129 Does the hospitalist model provide improved health care?

130 An evaluation of the hospitalist model requires an adequate research design,

131 fits and avoid the harms associated with the hospitalist model, internal medicine must resist the imp

132 To provide evidence about the value of the hospitalist model, quality of care should be evaluated t

133 terpreting the results of evaluations of the hospitalist model.

134 surgeons strongly preferred the comanagement hospitalist model.

135 Orthopedic surgeons and nurses preferred the hospitalist model.

136 ld not capture all costs associated with the hospitalist model.

137 Hospitalist models, which introduce a purposeful discont

138 cators, researchers, and policymakers as the hospitalist movement continues to grow.

139 The hospitalist movement has much to offer internal medicine

140 The hospitalist movement is currently underdeveloped in each

141 the current system will be jeopardized, the hospitalist movement may have great benefits if it can d

142 Perhaps the major effect of the hospitalist movement on academic centers will be the cre

143 pecialization, increasing time pressure, the hospitalist movement, and the rapidly changing responsib

144 es and hospitals, and taking a lead from the hospitalist movement, the specialty would be characteriz

145 The rapidly developing "hospitalist" movement also threatens the traditional rol

146 Although the hospitalist must take responsibility for inpatient manag

147 quent new diagnoses of drug toxic effects (2 hospitalists: odds ratio [OR], 1.04; 95% CI, 1.02-1.07;

148 dmitted to the hospital and being treated by hospitalists on busy vs less busy days.

149 association between the number of different hospitalists on days 1 to 3 and either length of stay or

150 with multiple charges on the same day from a hospitalist or an intensive care unit (ICU) stay during

151 ly, yet no published data have characterized hospitalists or their practices.

152 odds ratio [OR], 1.04; 95% CI, 1.02-1.07; 3 hospitalists: OR, 1.07; 95% CI, 1.03-1.12).

153 A comanagement medical Hospitalist-Orthopedic Team compared with standard posto

154 The comanagement medical Hospitalist-Orthopedic Team model reduced minor postoper

155 A total of 80 hospitalists participated in the candidate threads.

156 ewer minor complications were observed among hospitalist patients (30.2% vs. 44.3%; difference, -14.1

157 porating a direct interaction component with hospitalists, patients, and PCPs before hospital dischar

158 ement study highlighted the value of patient-hospitalist-PCP virtual meetings in addressing gaps in i

159 in infectious diseases, gastroenterologists, hospitalists, pharmacists, and any clinicians and health

160 a general medical condition and treated by a hospitalist physician, physician handoff was not associa

161 ease in the care of hospitalized patients by hospitalist physicians from 1995 to 2006.

162 d January 2023 across 13 US states involving hospitalist physicians, nurse practitioners, and physici

163 Inpatients treated by hospitalist physicians, who often work contiguous days,

164 control group received usual care from their hospitalist, plus a 1-page standard study information sh

165 t, and the explosive growth in the number of hospitalist positions may be important contributing fact

166 The new hospitalist practice mode highlights long-standing tensi

167 the impact of a surgical comanagement (SCM) hospitalist program on patient outcomes at an academic i

168 If innovations as promising as hospitalist programs are to occur in ambulatory care, em

169 but further analysis is needed to assess how hospitalist programs may affect clinical quality of care

170 rtunities for improvement, and the impact of hospitalist programs on an employer's sense of health ca

171 Most studies found that implementation of hospitalist programs was associated with significant red

172 Hospitalist programs, which are staffed by clinicians hi

173 In 306 037 admissions (49.6%), the same hospitalist provided care on days 1 to 3, while 2 hospit

174 talist provided care on days 1 to 3, while 2 hospitalists provided care in 274 658 admissions (44.5%)

175 ed care in 274 658 admissions (44.5%), and 3 hospitalists provided care in 36 985 admissions (6.0%).

176 Improved survival with hospitalists, rather than residents, providing after-hou

177 In round 1, the 54 participating dermatology hospitalists reached consensus on all 49 statements (30

178 Here, 2 experts, a hematologist and a hospitalist, reflect on the care of a woman hospitalized

179 PCPs reported more positive perceptions than hospitalists regarding acceptability (4.1 [95% CI, 3.90-

180 Adoption and implementation of POCUS by hospitalists remained limited despite comprehensive trai

181 68% (1020 of 1500) of hospitalists responded.

182 Residents and hospitalists reviewed randomly assigned patient medical

183 sition of the mandatory hand-off and use the hospitalist's focus on excellent inpatient care to impro

184 days prior (days -1 and -2) to the treating hospitalist's last working day (a high handoff probabili

185 patient admission relative to the admitting hospitalist's last working day in a scheduled block, hyp

186 A voluntary hospitalist service at a community-based teaching hospit

187 or multidisciplinary care, case management, hospitalist services, and telehealth.

188 aracteristics associated with the receipt of hospitalist services.

189 the traditional resident-staffed model to a hospitalist-staffed model for after-hours in-house cover

190 , floor-based team building, and intensivist/hospitalist staffing of progressive care unit (PCU).

191 uestion lies in a rigorous evaluation of the hospitalist system in the clinical setting.

192 liminary quality and utilization data from a hospitalist system that is being implemented at Kaiser P

193 A hospitalist system was developed at Park Nicollet Clinic

194 action of other physicians and nurses to the hospitalist system.

195 cases that explore ethical issues arising in hospitalist systems and suggest ways to ensure ethical p

196 Effective hospitalist systems provide a model for a trusting patie

197 Assess Inpatient Satisfaction with Care from Hospitalists (TAISCH) and the Hospital Consumer Assessme

198 ted to 1 of the 5 internal medicine teaching hospitalist teams, and presented with undifferentiated d

199 s 0.29 day shorter for patients cared for by hospitalists than by nonhospitalists (95% CI, -0.66 to 0

200 a core group from the Society of Dermatology Hospitalists to establish agreement on the optimal desig

201 The analysis included messages sent by hospitalists to other health care clinicians.

202 tal efficiency; however, limited adoption by hospitalists underscores the need for ongoing training,

203 survival as the dependent variable and era (hospitalist vs. resident) as an independent variable, wa

204 Accompanying the increase in care by hospitalists was an increase in the percentage of all ho

205 multilevel models, increasing involvement of hospitalists was associated with approximately one-third

206 e evidence that receiving care from multiple hospitalists was associated with worse outcomes for pati

207 ion to providing care for inpatients, 90% of hospitalists were engaged in cohsultative medicine.

208 Patients cared for by hospitalists were less likely to be discharged to home (

209 Teaching attendings and hospitalists were more frequently unaware of the presenc

210 Patients of hospitalists were younger than those of community physic

211 otal of 299 of 617 respondents (48.5 %) were hospitalists while 307 of 618 (49.7%) were primary care

212 Participants included adult inpatients, the hospitalists who managed their care, and the patients' P

213 The number of different hospitalists who submitted charges during hospital days

214 whether burnout is a problem and on whether hospitalists will be able to compete effectively with su

215 vantage of the expertise and availability of hospitalists will best serve patients and physicians.

216 The career trajectory of hospitalists will depend on whether burnout is a problem

217 c variation in the rates of care provided by hospitalists, with rates of more than 70% in some hospit

218 better capture the complexity and nuances of hospitalist work demands and their outcomes on clinician

219 ts provided input on the salient measures of hospitalist workload across various domains.

220 The ideal hospitalist workload and optimal way to measure it are n

221 In this qualitative study measuring hospitalist workload, multiple measures, including those

222 s were determined for the prehospitalist and hospitalist years.