Clinical Incentive Case Study: Georgia Regents University Augusta

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Georgia Regents University Augusta is comprised of three entities; the university, medical center and practice plan. Each entity has a specific role, but must work together to meet the requirements of the academic, clinical and research missions. I will be focusing strictly on the clinical mission in this summary.

Georgia Regents University Augusta needs to develop an incentive plan for faculty with a clinical appointment. The previous incentive plan was developed in the late 90’s and was discontinued in 2013. Georgia Regents University Augusta is open to reviewing multiple models with the intent to develop a new incentive plan that will better reflect the current industry standards. Currently, our institution does not have a
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The team-based clinical incentive plan would consist of metrics the team as a whole would need to meet in order for the individual to receive a clinical incentive. Georgia Regents University Augusta could also choose an individual based clinical incentive. In this incentive plan the individual would need to meet specific metrics in order to be eligible for a clinical incentive. Team-based incentives work well to improve organizational performance. However, they do not target those individuals who specifically need to improve. Those individuals may be able to continue to hide out while those who perform feel additional pressure to produce even more to make up for those who do not comply. Therefore, a team-based incentive won’t be accepted by the high-level performers at the institution. Individual incentives are excellent for quantity and quality of work outputs dependent on the metrics established. Nevertheless, individual incentives can be ineffective if outcomes are affected by factors that are out of the faculty member’s control. For example, a physician who is unable to obtain an incentive because there specialty is so specific that we simply do not have the quantity of patients for the physician to earn an …show more content…
The combination of the two incentives will work well to improve the organizational performance and motivate behavioral changes. Since we are a multispecialty facility with deep roots in medical education we need the faculty members to continue to work well together both within their institutional units and the overall enterprise. For example: Surgeries cannot occur without the help of an anesthesiologist. We need to work together as an institution to not only improve patient care in a faculty members own institutional unit but across the enterprise. By placing emphasis on both a team-based and individual clinical incentive the faculty member is encouraged to continue to work as a team but is able to influence their own

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