Incentivizing Professionals and Patients: A Consideration in the Context of the United Kingdom and the United States

Oliver, Adam; Brown, Lawrence D.

doi:10.1215/03616878-1191108

Cited by 14 publications

(10 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Rewarding those who successfully change their lifestyle and medication compliance is more in agreement with behavioral research (Volpp et al 2009;Wharam and Sulmasy 2009). In fact, because even small financial incentives change patient behavior, rewarding the patients rather than the physicians may be effective (Oliver and Brown 2011).…”

Section: Applying Behavioral and Social Science To Pay For Performancementioning

confidence: 90%

Managing Pay for Performance: Aligning Social Science Research with Budget Predictability

Rosenau¹,

Lal²,

Lako³

2012

Journal of Healthcare Management

View full text Add to dashboard Cite

Managers and policymakers are seeking practical guidelines for assessing the outcomes of emerging pay-for-performance (P4P) programs. Evaluations of P4P programs published to date are mixed-some are confusing-and methodological problems with them are common. This article first identifies and summarizes obstacles to implementing effective P4P programs. Second, it describes results from social science research going back several decades to support evidence-based P4P best practices. Among the findings from this research, the zero-sum and "earn it back" P4P incentive systems have important drawbacks and may be counterproductive, neither reducing health system costs nor improving quality. The research suggests that punishing participants for low performance may further reduce individuals' performance, especially when involvement is required. We suggest that optimal P4P systems are those that reward all participants for performance improvements. Third, the article links P4P design to budgetary considerations. P4P program designs that provide incentives while improving quality and reducing costs are critical if budget neutrality is a priority for the organization and its resources are limited. In these tYpes of P4P designs, cost calculations are straightforward: The greater the participation, the higher the savings. The article concludes by recommending an evidence-based P4P approach for practitioners that can be implemented without large upfront investment. More research on this topic is also advised.

show abstract

Section: Applying Behavioral and Social Science To Pay For Performancementioning

confidence: 90%

Managing Pay for Performance: Aligning Social Science Research with Budget Predictability

Rosenau¹,

Lal²,

Lako³

2012

Journal of Healthcare Management

View full text Add to dashboard Cite

show abstract

“…The premise is also based on a deposit contract scheme (Oliver and Brown, 2011) that has been used to encourage people to stop smoking and lose weight. Here, rather than a financial incentive for adherence, an individual commits their own money to an intervention which they then receive back if they conform to the targeted behaviour.…”

Section: Policy Bmentioning

confidence: 99%

“Nudge” and the epidemic of missed appointments

Aggarwal

Davies

Sullivan

2016

Journal of Health Organization and Management

View full text Add to dashboard Cite

Purpose - Missed appointments constitute a significant problem in the UK National Health Service (NHS) and this remains an area where improvements could yield substantial efficiency savings. The purpose of this paper is to suggest that nudge policies based on behavioural theories may help target interventions to improve patient motivation to attend appointments. Design/methodology/approach - The authors propose two policies to reduce missed appointments. The first attempts to empower patients through making the appointment system more individualised to them and utilising their intrinsic feelings of social responsibility. The second policy utilises a financial commitment given by the patient at the time of booking. The different mechanisms of influencing patient behaviour are based on two different views of what motivates individuals' actions. The first policy is based on individuals being "knights". They are altruistic and have well-intentioned values. The second policy option is constructed on the premise that an individual is governed by self-interest, and they are in fact "knaves". Findings - A policy, which avoids the use of financial penalties is likely to be more culturally acceptable within the NHS. It could also prevent the phenomenon of "crowding out" whereby the desire to act dutifully gets displaced by the motivation to avoid incurring a monetary fine. Originality/value - Testing both strategies would provide insight into patient attitudes towards health care and society. This would help optimise behavioural strategies which may influence not only appointment attendances but also have wider implications for encouraging rational health care consumption.

show abstract

“…In the U.S., an increasingly common way to handle healthcare quality is pay-for-performance (P4P) (Sloane, 2005). Healthcare providers are compensated according to a model where achieved targets, including quality and quantity criteria, are rewarded (Oliver & Brown, 2011). Berger (2011 argued that connecting payment with quality will increase the incentives for better and safer care.…”

Section: Previous Researchmentioning

confidence: 99%

“…Such programs have been initiated worldwide, and various methods are used to achieve improvement goals (e.g. Driver & Wachter, 2012;Kottke et al, 2012;Oliver & Brown, 2011). Lombarts et al (2009) investigated implementation of quality improvement programs in Europe.…”

Section: Introductionmentioning

confidence: 99%

Sustainable outcomes of an improvement programme: do financial incentives matter?

Andersson¹,

Idvall²,

Perseius³

et al. 2013

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

The purpose of this study was to evaluate whether an improvement program can contribute to positive sustainable improvements in an organization, and whether financial incentives are driving forces for improvements. The material was all projects (n=232) that applied for funding in a county council improvement program between 2007 and 2010. The projects were analyzed as to whether they received funding (n=98) or were rejected (n=95). In addition, a categorization of the projects' intentions was analyzed. Some projects were still ongoing, but 50 projects were implemented and sustained two or more years after being finalized.Implemented improvements were on different levels, from (micro level) units up to the entire (macro level) organization. In addition, 27 rejected projects were finalized without funding.Eighteen of those 27 were sustainably implemented. This study indicates that there are incentives other than financial at work if an improvement program will contribute to sustainable improvements in the organization. To encourage practice-based improvements is one way of incentivizing the intention and effort to become and perform better.2

show abstract

Incentivizing Professionals and Patients: A Consideration in the Context of the United Kingdom and the United States

Cited by 14 publications

References 46 publications

Managing Pay for Performance: Aligning Social Science Research with Budget Predictability

Managing Pay for Performance: Aligning Social Science Research with Budget Predictability

“Nudge” and the epidemic of missed appointments

Sustainable outcomes of an improvement programme: do financial incentives matter?

Contact Info

Product

Resources

About