Labour remuneration in the healthcare sector of Ukraine in terms of decent work concept

Abstract

PurposeHigh European standards of life quality are declared in a set of legislative documents in Ukraine, but the rewarding policy for the healthcare employees because of the coronavirus disease 2019 (COVID-19) disease remains not fully implemented. The purpose of the study is to develop indicators, standards and methods of assessing rewarding policies for healthcare employees in terms of providing decent labour remuneration that are useful for all stakeholders of the healthcare sector in Ukraine.Design/methodology/approachThe study proposes the methodical foundations of developing evaluation tools of rewarding policies for implementing the decent work concept at the sectoral level.FindingsThe findings identify the complex indicator of decent labour remuneration in the healthcare sector in Ukraine, which is 0.185. It proves that the level of the decent labour remuneration of the healthcare employees in Ukraine is at the low level.Practical implicationsThe study provides the important recommendations for all policymakers in the healthcare sector in different countries in the context of diagnosing the problems in the rewarding policies and determining the directions for improvement in terms of implementation of the decent work principles.Originality/valueBy proposing and calculating the main methodical foundations of evaluation tools development of rewarding policies in the context of realisation of the decent work concept at the sectoral level, the study fills a void in the decent labour remuneration and the labour economics theory literature.

Testing the nexus between reward system, job condition and employee retention through intervening role of employee engagement among nursing staff

“…The findings of Tsymbaliuk and Shkoda (2022) demonstrates how poorly the amount of the healthcare staff's decent pay corresponds to their performance. It has been shown that employee nursing personal and career progress and remuneration benefits are closely associated (Lee & Chui, 2019).…”

“…Hospitals have distinctive organisational structures and cultural environments within the healthcare industry and there are status differences between doctors and other healthcare workers including nurses, managers and professions related to medicine (Tsymbaliuk & Shkoda, 2022;Kamselem, Nuhu, & Liman, 2020;Lee, Lee, & Phan, 2020;Lee & Chui, 2019;Jonczyk & Buchelt, 2015;Currie et al, 2015). Nurses and geriatricians have combination middle manager positions within the interprofessional status and these hybrid middle managers have dual responsibilities for implementing management policies and clinical practices (Currie et al, 2015).…”

“…Hospitals have distinctive organisational structures and cultural environments within the healthcare industry and there are status differences between doctors and other healthcare workers including nurses, managers and professions related to medicine (Tsymbaliuk & Shkoda, 2022; Kamselem, Nuhu, & Liman, 2020; Lee, Lee, & Phan, 2020; Lee & Chui, 2019; Jonczyk & Buchelt, 2015; Currie et al. , 2015).…”

“…In a scenario where incentive programs and working conditions are rewarding and consistent with the ability to address the demands of the individual, then it is ideal that every employee will perform better. While economic reasons are vital in this regard for the motivation and retention of health workers, other elements are also significant (Tsymbaliuk & Shkoda, 2022; Lee & Chui, 2019; Fletcher, Alfes, & Robinson, 2018; Currie, Burgess, & Hayton, 2015; Jonczyk & Buchelt, 2015; Adzei & Atinga, 2012). For instance, a large number of health professionals in Nigeria frequently leave the underprivileged communities or districts as a result of inadequate pay, limited prospects for additional education and job promotion and a lack of better working conditions at the hospital.…”

Efficiency of the Implementation of Innovation and Investment Projects at Healthcare Institutions: Integral Analysis and Ways of Enhancement

“…Healthcare institutions belong to the service sector, in which one of the key factors is the human capital factor. Accordingly, while analyzing their systemic innovation-and technology-driven development, sufficient attention should be paid to the presence and adherence to following the paradigm of personnel management of a healthcare institution [26], the quality and efficiency of the system of work motivation [27], the professional development of personnel [28], the level and structure of the system of remuneration and financial incentives for employees of healthcare institutions, especially in a part of experts and specialists [29].…”