Medical managers’ financial accountability: The effects of feedback on work outcome and managerial performance

<p dir="ltr">This paper contributes to the limited empirical enquiries into the role of accounting in affecting medical professionals’ financial accountability perceptions and related outcomes and performance. It examines the associations among formal and informal feedback processes, managers’ financial accountability, work attitudes, and performance. </p><p dir="ltr">Results of our survey to a sample of 115 senior medical managers in an Italian hospital reveal that the association between performance feedback sources and managerial performance depends on managers’ felt accountability and commitment. Further, we find that commitment bridges the link between accountability and managerial performance. </p><p dir="ltr">Our findings provide two useful insights for healthcare management. First, healthcare managers should improve the technical features of the formal performance feedback practices to update medical managers on their goals in a timely and useful manner. Second, healthcare managers should encourage unplanned, spontaneous, and voluntary social interactions to enhance the positive effects of informal feedback. </p><p dir="ltr">To sum up, our research adds to the limited knowledge of the accountability and performance literature using data from the actual setting and subjects of concern.</p>