Abstract
Aligning financial incentives with policy goals is becoming increasingly popu- lar in healthcare contexts (Christianson et al., 2007; Van Herck et al., 2010). This reflects a general trend over the last 15 years to treat incentives in healthcare provision more explicitly, shifting away from placing implicit trust in individuals and organizations to carry out their duties, towards actively man- aging their performance (Harrison and Smith, 2003). There are many factors which are likely to influence the way in which people respond to incentives. The literature in this area is large and growing, and much of it is concerned with financial incentives (McDonald et al., 2010). In addition to studies demonstrat- ing positive effects of changes in incentive structures, financial and otherwise (Doran et al., 2008), there is a substantial literature derived from a wide range of sectors on the potential for such performance management systems to generate unintended consequences (e.g. Tickle et al., 2011).
Keywords
- National Health Service
- Financial Incentive
- Outcome Framework
- Medically Unexplained Symptom
- Accountable Care Organization
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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© 2015 Ruth McDonald
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McDonald, R. (2015). Financial Incentives and the Governance of Performance. In: Kuhlmann, E., Blank, R.H., Bourgeault, I.L., Wendt, C. (eds) The Palgrave International Handbook of Healthcare Policy and Governance. Palgrave Macmillan, London. https://doi.org/10.1057/9781137384935_24
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DOI: https://doi.org/10.1057/9781137384935_24
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