title: Individual pay-for-performance in Canadian healthcare organizations.
abstract: Pink et al. discuss some of the issues related to pay-for-performance for individual and organizational healthcare providers. This commentary addresses key success factors for the implementation of individual pay-for-performance in publicly financed Canadian healthcare organizations. Publicly financed healthcare organizations in Canada have been relatively slow to adopt performance-pay programs as compared with private sector organizations; and those that have been developed have been, for the most part, rather crude. In many cases, they have become an additional mechanism for delivering base pay, rather than a true variable-pay program that motivates and differentiates performance. In light of the many issues that need to be addressed, we feel that pay-for-performance should be introduced gradually, beginning at the most senior levels of the organization. Above all, it is critical for publicly financed healthcare organizations to recognize that introducing pay-for-performance involves not only a set of structures and processes, but also likely a profound change in organizational values and behaviours.
authors.affiliation: Associate Director, Hay Group Health Care Consulting.
authors.forename: Moshe
authors.initials: M
authors.lastname: Greengarten
authors.forename: Mark
authors.initials: M
authors.lastname: Hundert
mesh_terms: D002170:Canada; D005382:Financing, Personal; D006801:Humans; D010816:Physician Incentive Plans / Q000458:organization & administration*; D019984:Quality Indicators, Health Care / Q000458:organization & administration; D011787:Quality of Health Care / Q000458:organization & administration*; D012052:Reimbursement, Incentive / Q000458:organization & administration*; D012201:Reward