Examines the transition compensated by an orthopedic surgical group at one of the leading teaching and research hospital of a system in which the surgeon with flat salaries to a system where they will be compensated on the basis of profitability, are. Allows an examination of several critical issues in incentive strategy, including pay-to-performance in a not-for-profit environment, whether a compensation system (issues of quality of care and research time) are aligned really with value, and the diffic … Read more »

Examines the transition compensated by an orthopedic surgical group at one of the leading teaching and research hospital of a system in which the surgeon with flat salaries to a system where they will be compensated on the basis of profitability, are. Allows an examination of several critical issues in incentive strategy, including pay-to-performance in a not-for-profit environment, whether a compensation system (issues of quality of care and research time) are aligned really with value, and the difficulties in designing a compensation system in a competitive job market, if the objectives of the Institution on the pure profit maximization to extend. This is a rewritten version of an earlier case.
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from
Jason R. Barro,
Aaron M.G. Zimmerman,
Kevin J. Bozic
Source: HBS
12 pages.
Publication Date: Sep 22, 2003. Prod #: 904028-PDF-ENG
Performance figures for MGOA Physicians (A) HBR case solution

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