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Results for “Employee Incentive Plans”

Explore indexed PubMed citations for clinical trials, systematic reviews and public health research. Read source abstracts and follow each citation to its original PubMed record.

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At least 19 recordsLinked to original sources
PubMed1985

Preference of hospital employees for work-related outcomes.

A list of five possible work-related outcomes was compiled and included in a questionnaire. This was administered to 490 employees, categorized into seven occupational groups, in three different hospitals in Manila, The Philippines. Responses were compared among work outcomes, identical occupational groups and three hospitals; the most valued outcome was established for all respondents. Findings indicate that variables apt to motivate employees depend on the occupational group to which they belong, the kind of work they perform and the type of hospital in which they work. These findings have implications for the ability of hospital administrators to motivate their employees to perform in a manner that meets expected standards.

Career Mobility↗
PubMed1989

Pay for performance. Implementing a financial incentive for excellent work.

Based upon my own experience with the system, both staff and supervisors believe that the advantage of pay for performance outweigh the disadvantages. I frequently encountered issues such as how to get a higher rating, what is the incentive to identify a difficult objective if one can pick an easier objective and still receive a higher rating, and where do individuals fall in the ratings compared to peers. In response to achieving a higher rating, the supervisors reviewed the rating system and developed objectives that would receive higher ratings. The supervisors and administrators put emphasis on improved performance, rather than on points. To convince employees to choose more difficult objectives, we explained that objectives should reflect the skills and goals of each employee. The objective serves as an indicator of how well the employee achieved a goal. In dealing with the ranking problem, we told the staff where they ranked in relation to others (eg, top, middle, bottom), but emphasized that the evaluation is confidential and that the results are not to be shared. In conclusion, pay for performance offers a supervisor a detailed objective format for reviewing an employee's performance. For the employees, it provides a means in which their performance review is based on individual achievement of self-selected objectives. Employees are measured against their own standards rather than being compared with others performing the same job.

Clinical Competence↗
PubMed1990

Keeping your staff. Part 2. Performance related pay in practice.

Staff are one of the greatest assets a practice has, and effective communication and motivation is rewarding for all parties. Three years ago Charles Scola and his partners introduced a performance related pay (PRP) scheme into their busy general dental practice. Here, he discusses the resulting benefits and also some of the teething problems they have encountered.

Dental Staff↗
PubMed1991

Reinforcing staff performance in residential facilities: a survey of common managerial practices.

A national survey was conducted to investigate how managers in public residential facilities for persons with mental retardation attempt to reinforce work performance of direct-care staff. The reinforcement procedure reported most frequently by 460 managers was performance feedback (as opposed to monetary increments and time off). Essentially all managers reported using feedback, and virtually all of them reported that feedback was effective to varying degrees as a means of reinforcing staff performance. In response to an open-ended question regarding other procedures for reinforcing staff performance, they most frequently reported increasing staff involvement in management decision-making. Results were discussed in light of future research needs for improving staff work performance and incorporating results of management research into routine management practices.

Employee Incentive Plans↗
PubMed1990

Employee rewards can pay off for hospitals.

For many of us, a performance appraisal has all the appeal of a trip to the dentist, especially when the review isn't a positive one. Yet when performance reviews are conducted in an atmosphere of trust and open exchange, they can cement relationships, enhance commitment, and reinforce new behaviors.

Employee Incentive Plans↗
PubMed1988

Motivating the dental staff.

As our profession changes, as "staffs" become "teams," it is appropriate to assess where we are now. This article provides an overview of these changes and of the choices we face. It focuses these choices onto the selection and motivation of the dental team. These ideas will be more useful if discussed with your entire staff.

Attitude of Health Personnel↗
PubMed1983

PACE: a unique career development program.

Career development programs are increasingly recognized as the answer to retaining nurses in nursing, and more important, at the bedside. In the face of economic constraints facing health care, it is imperative that such programs benefit both the nurse and the hospital so that the ultimate goal of improved patient care delivery can be met in a cost-effective and creative way. PACE, Practice Alternatives for Career Expansion, a successful career development program designed to achieve these results, is described in this article. It has some unique features which benefit both the nurse and the hospital.

Career Mobility↗