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There is stronger evidence that improving the work place environment and instituting mechanisms for work-life balance need to be part of an overall strategy to improve outcomes for health care practitioners. While financial incentives play a key role in enhancing outcomes, they need to be considered as only one strategy within an incentives package. Overall, evidence of effective strategies for improving outcomes is mixed. There is less evidence that workload factors such as job demand, restructured staffing models, re-engineered work designs, ward practices, employment status, or staff skill mix have an impact on human resource outcomes.
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While financial compensation is the best-recognized approach within an incentives package, there is evidence that health care practitioners respond positively to incentives linked to the quality of the working environments including opportunities for professional development, improved work life balance, interprofessional collaboration, and professional autonomy. The information on the relationship between incentives and outcomes was assessed and synthesized. Information was extracted on a description of the review, the incentives considered, and their impact on human resource outcomes. Of those, 13 reviews met the quality criteria and were included in the overview. Overview of 33 reviews published from 2000 to 2012 summarized the effectiveness of incentives for improving human resource outcomes in health care (such as job satisfaction, turnover rates, recruitment, and retention) that met the inclusion criteria and were assessed by at least two research members using the Assessment of Multiple Systematic Reviews quality assessment tool. To review the effectiveness of financial and nonfinancial incentives for improving the benefits (recruitment, retention, job satisfaction, absenteeism, turnover, intent to leave) of human resource strategies in health care.
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Misfeldt, Renee Linder, Jordana Lait, Jana Hepp, Shelanne Armitage, Gail Jackson, Karen Suter, Esther Incentives for improving human resource outcomes in health care: overview of reviews.
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If the principal impose shared targets, this may improve the incentives to coordinate but the success of this instrument depends. The analysis shows that when targets are set individually for each organization, the resulting incentives normally induce inefficient resource allocations. Why are coordination problems common when public sector organizations share responsibilities, and what can be done to mitigate such problems? This paper uses a multi-task principal-agent model to examine two related reasons: the incentives to coordinate resource allocation and the difficulties. Based on this, we put forward the institu.Ĭoordination Incentives, Performance Measurement and Resource Allocation in Public Sector Organizations In order to solve the issues concerning the cross-unit sharing of information resources in rural areas, we analyze the incentive problem of the sharing of information resources in rural areas using the incentive theory method establish corresponding incentive mechanism model (It is divided into positive incentive model and negative incentive model, and only when the two models guarantee each other and are used at the same time can they be effective). Incentive Mechanism Model Design for Sharing of Information Resources in Rural Areas