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Organizational Incentives & Rewards - CFIR Wiki

Organizational Incentives & Rewards

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Organizational Incentives & Rewards
Taxonomy
Domain
Inner Setting
Construct
Implementation Climate
Siblings
Compatibility
Goals & Feedback
Learning Climate
Organizational Incentives & Rewards
Relative Priority
Tension for Change
Measurement maturity
Quantitative tools


Contents

Version 1.0

Extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary and less tangible incentives such as increased stature or respect.

Description

Extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary, as well as less tangible incentives such as increased stature or respect[1][2].

Rationale for inclusion

Extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary; also includes less tangible incentives such as increased stature or respect[1][2]. Financial incentives and performance evaluations are important for reinforcing beliefs that behavior will lead to desirable results[3][4]. Strong incentives were found to be an important component of implementation policy and practices and is positively associated with implementation effectiveness[1][2]. A four-item “reward system” subscale is included as part of the Competing Values Framework measure of culture and it was found that the number of different types of compensation incentives used is positively associated with comprehensiveness of the use of best practices by healthcare organizations[5].

Measurement

Qualitative codebook guidelines

Inclusion criteria

Include statements related to whether incentive systems are in place to foster (or hinder) implementation, e.g., rewards or disincentives for staff engaging in the innovation.

  • “One of the dietitians basically dropped out and I don’t know what happened. Our chief didn’t do anything to get her going again so the extra work fell on us.”
  • “We have a goal-sharing team doing it. They each get $500 if they succeed in making it happen.”
  • “I’m really hoping this project succeeds because this is a way to show that I’m ready to be promoted at my next evaluation.”



Exclusion criteria


Quantitative measures

Attachments

References

  1. 1.0 1.1 1.2 Klein KJ, Conn AB, Sorra JS: Implementing computerized technology: An organizational analysis. J Appl Psychol 2001, 86:811-824.
  2. 2.0 2.1 2.2 Helfrich CD, Weiner BJ, McKinney MM, Minasian L: Determinants of implementation effectiveness: adapting a framework for complex innovations. Med Care Res Rev 2007, 64:279-303.
  3. Gustafson DH, Sainfort F, Eichler M, Adams L, Bisognano M, Steudel H: Developing and testing a model to predict outcomes of organizational change. Health Serv Res 2003, 38:751-776.
  4. Leeman J, Baernholdt M, Sandelowski M: Developing a theory-based taxonomy of methods for implementing change in practice. J Adv Nurs 2007, 58:191-200.
  5. Shortell SM, Zazzali JL, Burns LR, Alexander JA, Gillies RR, Budetti PP, Waters TM, Zuckerman HS: Implementing evidence-based medicine: the role of market pressures, compensation incentives, and culture in physician organizations. Med Care 2001, 39:I62-78.
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