tthese newer approaches allow practices B u s i n e s s F i n a n c e
Whatever is underline is the part that is missing that I need to complete… (Logic & Theory)
You should also look at the other bolded components to make sure the logical and theory section ties into them
To understand how Logic and Theory should be written according to the rest of the argument, look at the attached picture of how the whole argument should look like
Whatever that is already written in Logic & Theory, you may edit with it or without it
To increase motivation, fairness and perceived justice, physicians should be paid based on percentages from revenue generated from charge points.
Logic: (about 2-4 sentences)
If doctors were given percentages out of the revenues from their services, doctors’ incentive to establish good reputation through quality performance and effort for referrals will increase. Thus, this would be beneficiary for all involved parties – hospital, doctors, and patients and be a fair compensation towards doctors because they are getting what they are giving.
Concept/theory: (about a paragraph long 6-12 sentences)
Perceived justice: employees will be motivated to the degree that they perceive that rewards are distributed fairly…
Paying based on percentages of revenue is t
These newer approaches allow practices to maintain a competitive, incentivized advantage in today’s physician-short marketplace while avoiding the “more is worse” abuses of the fee-for-service doc payment model.
May satisfy the concept of perceived justice which are both social motivating factors. Ideally, in comparing the effort put into tasks and resulting reward between two individuals, the reward should be equal. This level of equity should improve perceived justice and improve motivation. However, when an employee feels that the amount of effort put into the task is comparable to the counterparts but the rewards are not the same, they are likely to become dissatisfied and less motivated with no incentive to increase effort.
An individual realizing that they are being rewarded less for the same perceived level of effort isare less motivated which may lead to decreased effort. Equity, therefore, therefore creates an expectation. If I work as hard as the next man, I should be paid the same. However, when analyzing the expectancy theory in the context of equity, if effort increases resulting in improved performance, with no “valued” reward (comparable pay in this case) then “expectations have not been met.” The end result: less motivation which may lead to less effort. Paying EPS doctors based on percentages of revenue generated from charge points creates an equitable payment plan that rewards and motivates employees with expected outcomes based on individual effort and fairness.
If the rewards I receive are less than the rewards someone else receives, and I perceive we both put in the same effort, then I may become less motivated to continue at my current level of effort.” (Page 191).
“Some doctors had threatened to quit if the equity in assigning triage shifts was not improved.” (Page 557).
Second, the monthly bonus system was seen as unfair, because doctors who achieved an ACPH just below 10 completely missed out on any bonus. (Page 557).
Dr. Singh had no documented proof that this was happening, she was aware that some doctors consistently had more Level 4 and Level 5 charges than others, making her wonder if they were “working the system” (and committing insurance fraud) to get their individual bonuses. (Page 557).