Impact of executive and management compensation trends on the first-line supervisor.
The myriad complex issues facing health care today require that hospitals and other health care organizations be able to attract and retain the most competent executive and management talent. These individuals are seeking recognition and reward for their successes. They are unafraid of working within the parameters of specific, well-defined goals and objectives and indeed welcome the opportunity to prove their abilities. They do not respond to the traditional annual longevity increase. This change in attitude has come as a shock to "old school" health care professionals and trustees who felt altruism and service motives should transcend compensation. But even these individuals now recognize that the times and conditions require more progressive and realistic attitudes on their part. On the other hand, those health care managers who are averse to risk and competition find the changing attitudes and programs traumatic. As dedicated as these individuals are to their professions and institutions, they will have to become accustomed to working within systems that heretofore may have been foreign to them. When such programs are implemented in their institutions they will not find solace in leaving for another organization. The respite will be short lived before the times catch up with them again.
Browdy
J D
JD
D016542:Chief Executive Officers, Hospital / Q000191:economics; D003625:Data Collection; D004649:Employee Incentive Plans / Q000191:economics / Q000706:statistics & numerical data; D004650:Employee Performance Appraisal / Q000191:economics; D006740:Hospital Administrators / Q000191:economics*; D009937:Organizational Objectives / Q000191:economics; D011361:Professional Competence / Q000191:economics*; D012456:Salaries and Fringe Benefits / Q000706:statistics & numerical data / Q000639:trends*; D014481:United States