Innovation and motivation in public health professionals

Innovative work behavior in healthcare: The benefit of operational guidelines in the treatment of rare diseases

“…The provision of health services greatly depends on healthcare professionals' motivation [14,66]. Professionals can be incentivized through financial compensation for the additional efforts rare diseases require or through non-financial incentives, such as enhanced autonomy in fulfilling additional responsibilities.…”

“…We also investigate how the existence of guidelines affects flexibility within work roles and shapes innovative work behavior. In the last decade, researchers have become increasingly interested in combining insights from innovation management research and health services research [14][15][16][17][18][19][20][21] to underpin discussions on health policy issues. We contribute to this literature by identifying conditions that influence innovative work behavior among healthcare professionals and discuss initial policy implications.…”

Quality assurance of endoscopy units

“…Motivated staff are needed to improve quality and safety in healthcare organisations. They tend to improve organisational efficiency, improve patient care, support change and encourage innovation as well as deriving personal satisfaction and a greater sense of wellbeing at work [16][17][18][19][20][21]. Greenfield et al have recently published work examining the factors which motivate professionals to engage with accreditation processes [22].…”

Impact of Innovation Climate on Individual and Organisational Level Factors in Asia and Europe

“…Previous studies have shown that aggregate job satisfaction is a significant predictor of subsequent organisational innovation (Shipton et al 2004), units are more innovative when the firm emphasizes personalized, intrinsic rewards (such as meaningful work opportunities) (Judge et al 1997). According to Garcia-Gofii et al (2007) managers' behaviour depends more on individual and organisational innovative profiles. Innovations that accurately reflect market realities are more likely to lead to sustainable competitive advantage (Deming 1986;Porter 1985).…”