Moving from an Hourly Pay Model to a Professional Salary Model

Abstract

The traditional hourly pay structure may no longer meet the needs of staff members, managers, or patients in the current health care environment. Staff members at a university surgical center ventured toward a professional salary model. The goals of the salary model were to increase professional practice, accountability, autonomy, and flexibility of nurses; increase overall efficiency of the facility; and to increase or maintain patient, staff member, and physician satisfaction. Data from this study indicate that the majority of these goals were met.

Quantifying and monitoring knowledge work in a hospital setting

“…Že Peter F. Drucker je poudaril, da je za menedžment 21. stoletja največji izziv prav povečanje produktivnosti dela vse številnejše visoko izobražene oziroma kvalificirane delovne sile, ki jo imenujemo umski delavci (8). Cilj merjenja efektivnega dela je povečanje odgovornosti do dela pri vseh zaposlenih v bolnišnici ter večja avtonomija, fleksibilnost in zadovoljstvo (6,9), kar naj bi se odrazilo tudi v zadovoljstvu bolnikov z oskrbo (10). Prav zato je smiselno, da sistem uvedemo v okviru osnovne dejavnosti bolnišnice, ki izvaja zdravstvene storitve in prihaja v neposredni stik z bolniki.…”

Implementing a Shared Governance Model in the Perioperative Setting

“…One such article described a shared governance model implemented in a perioperative services department, where nurses were empowered to influence their work environment, create greater efficiency, and enhance patient care 3 . Another article evaluated the implementation of a salaried compensation model in a four‐room ambulatory surgery center that already had a professional practice model in place 4 . Salaried compensation versus hourly wage also was the focus of a study of a gynecologic oncology unit, where salaried compensation was coupled with a shared governance model 5 .…”