Organizational Incentives and Rewards

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

Domain: INNER SETTING

Construct: Implementation Climate

Children

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]. 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” sub-scale 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].

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

Currently no criteria are listed; as we become aware of criteria, we will post them here. Please contact us with updates.

Check out SIRC’s Instrument Review project and published systematic review protocol, which has cataloged over 400 implementation-related measures. 

Note: As we become aware of measures, we will post them here. Please contact us with updates.

  1. Klein KJ, Conn AB, Sorra JS: Implementing computerized technology: An organizational analysis. J Appl Psychol 2001, 86:811-824.
  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.