The impact of the pay-for-performance scheme on the motivation of ward managers in the Hospital Authority

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The impact of the pay-for-performance scheme on the motivation of ward managers in the Hospital Authority

 

Author: Tsang, Ka-kit
Title: The impact of the pay-for-performance scheme on the motivation of ward managers in the Hospital Authority
Year: 1999
Subject: Hospital Authority (Hong Kong, China) -- Personnel Management
Hospitals -- China -- Hong Kong -- Personnel management
Nurse administrators -- China -- Hong Kong
Employee motivation -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Dept. of Management
Pages: v, 129 leaves : col. ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1489858
URI: http://theses.lib.polyu.edu.hk/handle/200/2219
Abstract: This research investigates the impact of the pay-for-performance (PRP) scheme on the motivation of ward managers in the Hospital Authority (HA). Ninety-nine questionnaires were sent to wards and eighty-nine completed ones were returned. The result showed that both the numbers of managers covered by the scheme and the acceptance level of the scheme were low. The scheme did not appear to have any impact on motivation. Since the PRP plan consists of two fundamental building blocks including performance appraisal and performance pay. In order to ensure the effectiveness of performance appraisal, appropriate objective setting and the guarantee of fairness throughout the process are essential. Also, the relationship between performance appraisal and performance pay should be linked closely for a successful PRP plan. So, the expectancy on effort, performance and reward linkage should be strictly complied with. In theoretical terms, the elements inside expectancy theory, goal setting theory and equity theory should be included in a PRP plan to ensure its effectiveness and success. In the current PRP plan, the managers perceived that it had a weak linkage on effort, performance and reward with reference to the expectancy theory. Based on the goal setting theory, it found that general motivation of the managers increased when they had clear goals. However, their goal commitment was at a low level because most of their annual objectives did not initiate by themselves but by their supervisors. In light of the equity theory, they perceived unfairness and mainly were come from their immediate bosses. However, motivation level can be maintained to a level under the perception of payment inequality. Thus, the re-design of the program and the strengthening of the infra-structure are proposed.

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