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Biomedical subjects

J D Browdy

Publications and source records attributed to J D Browdy.

At least 19 recordsLinked to original sources
PubMed1993

Internal and external forces affecting management compensation.

Increasing media scrutiny, eventual implementation of health care reform, and proliferation of TQM/CQI programs are significantly affecting health care management compensation programs. Trustees are insisting that management pay be based on definitive performance standards and are becoming increasingly resistant to the annual increase that is no longer sacrosanct. Philosophical conflicts regarding compensation are developing between CEOs and boards. These external and internal factors will require managers to reassess their attitudes toward their own and subordinate's compensation. Managers, at all levels, will have to adjust to pay determination factors and practices that differ from those to which they have been accustomed.

Budgets↗
PubMed1992

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.

Chief Executive Officers, Hospital↗
PubMed1989

Performance appraisal and pay-for-performance start at the top.

In summary, while performance appraisal has always been present in health care, it is taking on a new dimension. Evaluative criteria based on personality traits are being replaced by quantifiable, specific, job-related factors. Performance appraisal in many organizations is no longer an abstract, generalized concept, but is predicated on specific, predetermined corporate or institutional goals for which the CEO is held directly responsible and accountable. In other words, the activities at the lowest level in the organization have direct impact on the highest levels. While pay-for-performance is still more common at the management level, an increasing number of institutions are applying the concept across the board. It is imperative that first-line supervisors understand how their own performance is appraised and their compensation determined before trying to explain a new concept to their subordinates. Even more important, the first- and second-line supervisors should have direct input into the development of new pay programs for their subordinates.

Employee Performance Appraisal↗