Essays on Accounting Systems in Hospital Systems Term Paper

Download full paperFile format: .doc, available for editing

The following paper 'Accounting Systems in Hospital Systems' is a great example of a financial and accounting term paper. The realization of fiscal budgets for medical consultants employed in hospital is a subject which has received most of the attention of healthcare researchers in several nations. (HARRISON, Michael I., 2004) The main aim of governments to restructure healthcare systems and hospital budgets is to develop an inexpensive, approachable, and reliable system that can provide common people with superior healthcare. (HARRISON, Michael I., 2004) This paper hereby highlights different issues like the meaning of successful performance for doctors, hospital, patients & government, level of the assumed collapse of accounting systems via utilization of conventional accounting recital measurement and monitoring systems, and lastly, it illustrates the feasibility of intangible multidimensional performance evaluation in hospital systems. Incentives, regardless of their classification as monetary or non-monetary are known to leave a noteworthy impact on performance in accordance with hospital policies and goals.

Implementation of a salary reward system, motivate physicians associated with hospital to regularly improvise their performance and recital on the job. (PUBLISHING, Oecd, 2009) According to Gino A.

Nalli, 2007 a salary reward system is more or less can be described as a physician who exhibits more capability to cure or diagnose patients as compared to another colleague; will receive additional financial or non-financial perks along with their salary. (NALLI, Gino A., 2007) However, this reward system varies on a monthly performance basis. Whereas, successful performance for a patient is absolutely associated with non-fiscal benefits which are usually in the form of successful and early recovery from ailments and disorders owing to the timely diagnose and accurate medications.

(PUBLISHING, Oecd, 2009) Several pieces of research have indicated that the successful performance of both, physicians and patients is interrelated. The author Gino A. Nalli, 2007 also highlighted that successful performance for hospitals means increased funding to be received from various health care purchasers. (NALLI, Gino A., 2007) The successful performance of hospitals is evaluated by considering certain analyses like patient satisfaction indicator, patient safety, financial recital, clinical, and staff’ s level of professionalism. (SHANKS, Nancy H., 2007) Successful performance by a hospital endows with benefits like soaring levels of benefits for the doctors and other staff that are identified as having superior performance scores.

Several pieces of research conducted in the related field point towards the connection between reduced costs and superior performance levels. It is feasible for hospitals to maintain superior levels of performance as a whole, to significantly reduce their operating costs. (SHANKS, Nancy H., 2007) A hospital with established performance levels is provided with bonus points, which are further redeemed to get the refund of guarantee amount or even receive a bonus amount, for instance, if a hospital manages to achieve equivalent levels in any three categories then the participating hospital would get to refund 20 % of guarantee amount and is entitled to receive forty percent of bonus amount i. e.

if the guarantee and bonus amounts are fifty thousand dollars each then the hospital will get ten thousand dollars. (NALLI, Gino A., 2007) According to Gino A. Nalli, 2007 the main motive of government to exercise PBF (performance-based funding) for healthcare providers is to provide an adequate, safe, and cost-effective health system for citizens. The constitutional act of GPRA emphasizes on implementing a budget based on performance levels to encourage hospitals with inferior types of equipment and professionals, to take necessary measures for the improvisation of performance.

(NALLI, Gino A., 2007)

References

CAMERON, Andrew E. 2006. Essentials of health care finance. Jones & Bartlett Publishers.

EBRAHIM, Shah. 2005. Handbook of health research methods: investigation, measurement and analysis. McGraw-Hill International.

GREEN, Andrew. 2007. An introduction to health planning for developing health systems. Oxford University Press.

HARRISON, Michael I. 2004. Implementing change in health systems: market reforms in the United Kingdom, Sweden, and the Netherlands. SAGE.

MAYNARD, Alan. 2008. Payment for Performance (P4P):International experience and a cautionary proposal for Estonia. Estonian Health Insurance Fund.

NALLI, Gino A. 2007. “Developing A Performance-Based Incentive Program For Hospitals: A Case Study From Maine.” Health Affairs. 26(3), p.817.

PUBLISHING, Oecd. 2009. OECD Reviews of Health Systems OECD Reviews of Health Systems: Turkey 2008. OECD Publishing.

SHANKS, Nancy H. 2007. Introduction to health care management. Jones & Bartlett Publishers.

VEILLARD, J. 2005. “A performance assessment framework for hospitals: the WHO regional office for Europe PATH project.” International Journal for Quality in Health Care 2005. 17(6), pp.487-496.

YERELI, Ayşe Necef. 2009. “Activity-based costing and its application in a Turkish university hospital”. AORN journal. 89(3), pp.576-591.

Download full paperFile format: .doc, available for editing
Contact Us