Mapleton Family Medicine Case Study

Ms. Jessica Rabb came to the SSO office for a meeting with HS De La Torre in order to develop a Housing Plan to explore different Housing options available for the family. Family stated that last permanent address was located at 676 East 141 St. Bronx, NY. Family left this address due to continuous argument with the owner of the house (cousin). Family is currently residing at 1466 Grand Concourse Bronx, NY Unit 3C. Family composition consist of Jessica Rabb (self, ) Matthew Kennely (Domestic Partner, 23y); Jermaine I. Rabb (son, 2y).

Background Compensation Models: 1) Revenue model: the physician is paid based on actual revenue generation; 2) Net income model: in comparison to revenue model, this model also considers costs. Thus, the physician is paid based on revenue generation and the costs incurred by physician; 3) Base salary plus productivity model: under the model, the physician receives base salary and additional compensation based on chosen productivity measure (revenue or net income). 4) Multiple factor performance model: the physician is paid based on financial and non-financial measures. Under revenue and net income model, performance compensation of physician D is the highest, as D’s contributions to total revenue is the highest.

The Jessie Trice Community Health Center, Inc. (JTCHC), is a Florida 501(c)(3), not-for-profit, Federally Qualified Health Center, which has been serving Miami-Dade County since 1967. The target population is the uninsured and underinsured, 95 percent of which live at or below the Federal Poverty Level of 200 percent. JTCHC served its first patients from a trailer. Now, 40 years after its founding, JTCHC owns and operates 16 facilities, including 6 comprehensive primary care centers, 20 school-based centers, and other medical facilities. The ethnic make-up of the service area varies significantly and to meet this challenge, JTCHC has taken a proactive role by adopting the Culturally and Linguistically Appropriate Services (CLAS) standards model

This report addresses the issues arising from the case study report of Guelph General Hospital. Over the years, the hospital has experienced challenges in the delivery of services to consumers. This is especially due to the expanding numbers of patients that have affected the normal functioning of the hospital system. Starting with the improvement of the emergency department, GGH has focused on the practices that would accommodate the increasing demands for medical services. The lean methodology is one of the implementations that aimed at reducing wastage within the system, in order to create value for the services offered.

1. What risks are present with the Ohio policy that allows local health departments to establish their own bookkeeping systems? Base on the information provided on the case study, Ohio seems to be classified as a decentralize state, meaning local health units are primarily led by employees of local governments and the local governments retain authority over most fiscal decisions. It is very risky when individual health departments have authority to set their own financial accounting systems.

To the Board of Directors of Southside HMO: As the Chief Executive Officer (CEO) of Southside Health Maintenance Organization (HMO), I am providing a detailed report of my strategies and recommendations to make sure that the quality and management processes of our healthcare organization are being provided to all members. There has been a complaint filed against the Southside HMO that patients that are enrolled in the Health Plan are not receiving quality healthcare delivery. Southside HMO provides healthcare services for over 495,000 members located in the eastern region of the United States. These strategies and recommendations are for resolving any complaints of denial of healthcare services for referrals to see a specialist by primary

Compensation and Benefits Strategy Recommendation Atwood and Allen Consulting are working for client Bradley Stonefield, owner of Landslide Limousines, to put together a compensation and benefits strategies recommendation plan. The plan developed is for the anticipated twenty-five employees based in Austin, Texas that includes a market evaluation on what other companies are providing employees from a total compensation perspective, recommendations for a compensation structure and position in the market, total compensation and benefits strategy, performance incentives and merit pay, and laws related to the benefits and pay program. Market Evaluation Market evaluation can be costly and require time and methodology to accomplish; some companies

There are advantages and disadvantages for MedTech paying employees on a straight commission basis. Compensation structures have an influence in motivating a salesperson’s contentment, behavior, work performance, and retention level (Lopez, Hopkins, & Raymond 2006). Straight commission offer advantages such as being an effective motivator for sales. Commission rewards those salespeople that are high performers while discouraging those salespeople that are poor performers (Lopez, Hopkins, & Raymond 2006). Straight commission encourages the MedTech employees to sell at a higher level than if the salespeople were on a salary plan of pay.

Pay for performance (“P4P”) may be defined as a financial incentive given to healthcare providers or facilities as a

They also looked at individual doctor’s behaviors changes strategies pay for performance increases with the staff. According to the article, these approaches have had some successes in the health care field. They have been many criticisms of the health care field with

Organizational Behavior Issues in Engstrom Auto Mirror Plant Organizational issues Engstrom Auto Mirror Plant faces multiple quandaries associated with human behavior. Workers feel unappreciated as an integral part of the company, disposable and insignificant. Suspicion about bonus calculations, lack of transparency, job insecurity, and perceptions of inequitableness in the payment scheme have instigated uncertainty and open rebellion against the company. One of the core problems at the organization is low productivity.

Devising company policies to reward, train and incentivize workers universally would be essential towards having an engaged workforce, which will translate to greater customer satisfaction and company returns in the long

A performance-oriented philosophy is followed; no one is guaranteed compensation just for adding another year to organisational service. Instead, pay and incentives are based on performance differences among employees. Employees who perform well get larger compensation increases; those who do not perform satisfactorily receive little or no increase in compensation. Thus, employees who perform satisfactorily should keep up or advance in relation to a broad view of the labour market for their jobs, whereas poor or marginal performers should fall

‘‘Taylor’s concept of motivation is to institute a system of inequitable pay for workers and a bonus system will create monetary incentives (Reference/web). There are many ways McDonald’s uses to encourage employee’s effectiveness at workplace that is by having programs such as ‘employee of the month’ (Reference website). Besides that, McDonald’s has established an incentive pay system and provide the employees opportunities to earn competitive total compensation when the performance meet goals and bonuses are given to top employees based on their individual and business performance(Reference

Evaluate your incentives in terms of motivational effectiveness. You should support your claims on effectiveness using research from the unit readings or your own sources. There are ways to incentivize performance. Some of the ways are; Pay related Performance (PRP); this approach seeks to use pay as an encouragement for individuals to improve on the quality of work and services rendered. Under this approach, additional financial rewards, is based on ratings on competence and contribution (Goodwin, N., G. Reinhold, & V. Iles, 2006).