Short term incentive schemes for hospital managers
- Authors: Malambe, Lucas
- Date: 2014-05-05
- Subjects: Incentives in industry , Performance - Evaluation , Employee motivation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385515 , uj:10918 , http://hdl.handle.net/10210/10492
- Description: M.Com. (Business Management) , Introduction to the study Short-term incentives for managers generate interest among employees and executives in South Africa. In the health care industry competency-based performance systems for enhancing both individual and organisational performance have been growing in popularity in the last decade, as they are linked to the quality of diagnosis-specific services. Objectives of the study The objective of the study is to identify the nature of the main components of an appropriate short-term incentive scheme for private hospital managers. Are these schemes in place? If so, how do they work? The study seeks to delve into the experiences of hospital managers regarding their awareness of short-term incentive strategies by researching their views, attitudes and feelings regarding short-term incentives. Literature review The review of the literature indicates that the health care industry faces pressure to balance the quality of health care, on the one hand, with the escalating costs of health care and efforts to motivate hospital managers, on the other. Done correct ly short - term incent ive schemes are a powerful mot ivat ion tool if the intr insic and ext rinsic mot ivators are balanced adequately especially in a hospital set t ing where incor rect implementat ion can lead to unintended consequences. Research methodology The study utilises a qualitative strategy to provide an in-depth description of hospital managers‟ perceptions, understanding, and experiences of short-term incentives. The participatory approach reduces mistrust between subjects and researchers. Main findings The study found that the hospital managers are sharply aware and have a well developed understanding of the short-term incentives practiced in the private hospital sector. Short-term incentives may not be the major motivator but they are critical in ensuring that hospital managers stay motivated. Conclusion Providing a proper balance between intrinsic and extrinsic motivators is crucial in designing a framework that will keep hospital managers motivated and performing their work better.
- Full Text:
Short-term incentive schemes for hospital managers
- Authors: Malambe, Lucas , Bussin, Mark
- Date: 2013
- Subjects: Compensation management - South Africa , Health facilities - Personnel management , incentives in the industry - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226735 , uj:22932 , Citation: Malambe, L. & Bussin, M. 2013. Short-term incentive schemes for hospital managers. SA Journal of Human Resource Management, 11(1):1-9. DOI: http://dx.doi.org/10.4102/sajhrm.v11i1.487. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Short-term incentives, considered to be an extrinsic motivation, are commonly used to motivate performance. This study explored hospital managers’ perceptions of shortterm incentives in maximising performance and retention. Research purpose: The study explored the experiences, views and perceptions of private hospital managers in South Africa regarding the use of short-term incentives to maximise performance and retention, as well as the applicability of the findings to public hospitals. Motivation for the study: Whilst there is an established link between performance reward schemes and organisational performance, there is little understanding of the effects of shortterm incentives on the performance and retention of hospital managers within the South African context. Research design, approach, and method: The study used a qualitative research design: interviews were conducted with a purposive sample of 19 hospital managers, and a thematic content analysis was performed. Main findings: Short-term incentives may not be the primary motivator for hospital managers, but they do play a critical role in sustaining motivation. Participants indicated that these schemes could also be applicable to public hospitals. Practical/managerial implications: Hospital managers are inclined to be more motivated by intrinsic than extrinsic factors. However, hospital managers (as middle managers) also seem to be motivated by short-term incentives. A combination of intrinsic and extrinsic motivators should thus be used to maximise performance and retention...
- Full Text: