ライフサイエンスコーパス: hospitalist

1 esigning appropriate compensation scales for hospitalists.

2 y primary care physicians, and burnout among hospitalists.

3 cy medicine residents, and partnerships with hospitalists.

4 active bed management process coordinated by hospitalists.

5 ively, many patients are admitted to medical hospitalists.

6 mportant determinant of the effectiveness of hospitalists.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

26 Hospitalists are assuming an increasing role in the care

27 Hospitalists are increasingly being used for inpatient c

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

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

30 As hospitalists assume control of inpatient care, they must

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

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

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

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

35 Hospitalist care appears to be modestly less expensive t

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

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

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

39 Hospitalist care was associated with lower costs and sho

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

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

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

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

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

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

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

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

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

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

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

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

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

53 independent association between survival and hospitalist era.

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

55 The hospitalist field has now achieved many of the attribute

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

82 Most hospitalists limited their practices to the inpatient se

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

84 Hospitalists may add value by being more available to in

85 Hospitalists may decrease costs and improve outcomes in

86 Hospitalists may improve the efficiency of inpatient car

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

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

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

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

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

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

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

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

95 The hospitalist model is rapidly altering the landscape for

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

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

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

99 Does the hospitalist model provide improved health care?

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

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

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

103 terpreting the results of evaluations of the hospitalist model.

104 surgeons strongly preferred the comanagement hospitalist model.

105 Orthopedic surgeons and nurses preferred the hospitalist model.

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

107 Hospitalist models, which introduce a purposeful discont

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

109 The hospitalist movement has much to offer internal medicine

110 The hospitalist movement is currently underdeveloped in each

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

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

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

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

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

116 Although the hospitalist must take responsibility for inpatient manag

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

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

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

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

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

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

123 The new hospitalist practice mode highlights long-standing tensi

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

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

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

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

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

129 Hospitalist programs, which are staffed by clinicians hi

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

131 68% (1020 of 1500) of hospitalists responded.

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

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

134 aracteristics associated with the receipt of hospitalist services.

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

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

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

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

139 A hospitalist system was developed at Park Nicollet Clinic

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

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

142 Effective hospitalist systems provide a model for a trusting patie

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

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

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

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

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

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

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

150 Patients of hospitalists were younger than those of community physic

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

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

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

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

155 s were determined for the prehospitalist and hospitalist years.