Take the Money and Run: The Challenges of Designing and Evaluating Financial Incentives in Healthcare; Comment on “Paying for Performance in Healthcare Organisations”

Document Type : Commentary

Author

Health Services Management Centre, University of Birmingham, Birmingham, UK

Abstract

Many countries are turning their attention to the use of explicit financial incentives to drive desired improvements in healthcare performance. However, we have only a weak evidence-base to inform policy in this area. The research challenge is to generate robust evidence on what financial incentives work, under what circumstances, for whom and with what intended and unintended consequences.

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References

1.  Mannion R, Davies H. Payment for performance in health care. BMJ2008; 336: 306–8. doi: http://dx.doi.org/10.1136/bmj.39463.454815.94
2.  Eijkenaar F, Emmert M, Scheppach M, Schoffski O. Effects of pay for performance in health care: a systematic review of systematic reviews. Health Policy2013; 110: 115–30. doi: 10.1016/j.healthpol.2013.01.008
3.  McDonald R. Paying for performance in healthcare organisations.Int J Health Policy Manag2014; 2: 59–60. dio: 10.15171/ijhpm.2014.14
4.  Christaonson J, Leatherman S, Sutherland K. Lessons from evaluations of purchaser pay-for-performance programs: a review of the evidence. Med Care Res Rev2008; 65: 5S-35S. doi: 10.1177/1077558708324236
5.  Mannion R, Braithwaite J. Unintended consequences of performance measurement in healthcare: 20 salutary lessons from the English National Health Service. Intern Med J2012; 42: 569–74. doi: 10.1111/j.1445-5994.2012.02766.x

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History

  • Received Date: 26 January 2014
  • Revised Date: 05 February 2014
  • Accepted Date: 02 February 2014
  • First Published Date: 02 February 2014
  • Published Date: 01 February 2014

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