Tenure and Turnover among State Health Officials from the SHO-CASE Survey: Correlates and Consequences of Changing Leadership

for the SHO-CASE Steering Committee

Research output: Contribution to journalReview article

Abstract

Objective: To examine characteristics associated with tenure length of State Health Officials (SHOs) and examine reasons and consequences for SHO turnover. Design: Surveys of current and former SHOs linked with secondary data from the United Health Foundation. Setting: Original survey responses from SHOs in the United States. Participants: Respondents included SHOs who served between 1973 and 2017. Main Outcome Measures: Tenure length and consequences of SHO turnover. Results: Average completed tenure among SHOs was 5.3 years (median = 4) and was shorter in recent time periods compared with decades prior. Older age at appointment (β = -0.109, P =.005) and those holding a management degree (β = -1.835, P =.017) and/or a law degree (β = -3.553, P <.001) were each associated with shorter SHO tenures. State Health Officials from states in the top quartile for health rankings had significantly longer average tenures (β = 1.717, P =.036). Many former SHOs believed that their tenure was too short and reported that their departure had either a significant or very large effect on their agency's ability to fulfill its mission. Conclusions: State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers. States have an opportunity to consider and address how factors within their control influence the stability of the SHO position.

Original languageEnglish (US)
JournalJournal of Public Health Management and Practice
DOIs
StatePublished - Jan 1 2019

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Health
Surveys and Questionnaires
Aptitude
Practice Guidelines
Appointments and Schedules
Industry
Research Personnel
Outcome Assessment (Health Care)

Keywords

  • leadership
  • public health
  • state health official
  • tenure
  • turnover

ASJC Scopus subject areas

  • Health Policy
  • Public Health, Environmental and Occupational Health

Cite this

@article{824d4cddfb514b05887355dc823399ff,
title = "Tenure and Turnover among State Health Officials from the SHO-CASE Survey: Correlates and Consequences of Changing Leadership",
abstract = "Objective: To examine characteristics associated with tenure length of State Health Officials (SHOs) and examine reasons and consequences for SHO turnover. Design: Surveys of current and former SHOs linked with secondary data from the United Health Foundation. Setting: Original survey responses from SHOs in the United States. Participants: Respondents included SHOs who served between 1973 and 2017. Main Outcome Measures: Tenure length and consequences of SHO turnover. Results: Average completed tenure among SHOs was 5.3 years (median = 4) and was shorter in recent time periods compared with decades prior. Older age at appointment (β = -0.109, P =.005) and those holding a management degree (β = -1.835, P =.017) and/or a law degree (β = -3.553, P <.001) were each associated with shorter SHO tenures. State Health Officials from states in the top quartile for health rankings had significantly longer average tenures (β = 1.717, P =.036). Many former SHOs believed that their tenure was too short and reported that their departure had either a significant or very large effect on their agency's ability to fulfill its mission. Conclusions: State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers. States have an opportunity to consider and address how factors within their control influence the stability of the SHO position.",
keywords = "leadership, public health, state health official, tenure, turnover",
author = "{for the SHO-CASE Steering Committee} and Nir Menachemi and Danielson, {Elizabeth C.} and Tilson, {Hugh A.} and Valerie Yeager and Katie Sellers and Paul Halverson",
year = "2019",
month = "1",
day = "1",
doi = "10.1097/PHH.0000000000000991",
language = "English (US)",
journal = "Journal of Public Health Management and Practice",
issn = "1078-4659",
publisher = "Lippincott Williams and Wilkins",

}

TY - JOUR

T1 - Tenure and Turnover among State Health Officials from the SHO-CASE Survey

T2 - Correlates and Consequences of Changing Leadership

AU - for the SHO-CASE Steering Committee

AU - Menachemi, Nir

AU - Danielson, Elizabeth C.

AU - Tilson, Hugh A.

AU - Yeager, Valerie

AU - Sellers, Katie

AU - Halverson, Paul

PY - 2019/1/1

Y1 - 2019/1/1

N2 - Objective: To examine characteristics associated with tenure length of State Health Officials (SHOs) and examine reasons and consequences for SHO turnover. Design: Surveys of current and former SHOs linked with secondary data from the United Health Foundation. Setting: Original survey responses from SHOs in the United States. Participants: Respondents included SHOs who served between 1973 and 2017. Main Outcome Measures: Tenure length and consequences of SHO turnover. Results: Average completed tenure among SHOs was 5.3 years (median = 4) and was shorter in recent time periods compared with decades prior. Older age at appointment (β = -0.109, P =.005) and those holding a management degree (β = -1.835, P =.017) and/or a law degree (β = -3.553, P <.001) were each associated with shorter SHO tenures. State Health Officials from states in the top quartile for health rankings had significantly longer average tenures (β = 1.717, P =.036). Many former SHOs believed that their tenure was too short and reported that their departure had either a significant or very large effect on their agency's ability to fulfill its mission. Conclusions: State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers. States have an opportunity to consider and address how factors within their control influence the stability of the SHO position.

AB - Objective: To examine characteristics associated with tenure length of State Health Officials (SHOs) and examine reasons and consequences for SHO turnover. Design: Surveys of current and former SHOs linked with secondary data from the United Health Foundation. Setting: Original survey responses from SHOs in the United States. Participants: Respondents included SHOs who served between 1973 and 2017. Main Outcome Measures: Tenure length and consequences of SHO turnover. Results: Average completed tenure among SHOs was 5.3 years (median = 4) and was shorter in recent time periods compared with decades prior. Older age at appointment (β = -0.109, P =.005) and those holding a management degree (β = -1.835, P =.017) and/or a law degree (β = -3.553, P <.001) were each associated with shorter SHO tenures. State Health Officials from states in the top quartile for health rankings had significantly longer average tenures (β = 1.717, P =.036). Many former SHOs believed that their tenure was too short and reported that their departure had either a significant or very large effect on their agency's ability to fulfill its mission. Conclusions: State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers. States have an opportunity to consider and address how factors within their control influence the stability of the SHO position.

KW - leadership

KW - public health

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KW - turnover

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