JOHN S.

COTAMORA

A Study on Total Rewards Management

in Philippine Healthcare Companies: An
Occupational Issue

Virgel C. Binghay, PhD, Sophia Francesca

Lu, MOS and Jinky Leilanie Lu, MOH, PhD
Point of View

This study looks into the complexities of Total Rewards Management (TRM) in the unique context of
healthcare companies in the Philippines, with a particular emphasis on occupational issues. The study
employs a comprehensive methodology to investigate the challenges and opportunities associated with
TRM in this sector, led by Virgel C. Binghay, PhD, Sophia Francesca Lu, MOS, and Jinky Leilanie Lu, MOH,
PhD.

The study employs a mixed-methods approach, combining quantitative surveys and qualitative interviews
to elicit information from a diverse group of healthcare professionals and administrators. The findings
reveal a variety of issues concerning the design, implementation, and impact of total rewards programs
within Philippine healthcare organizations. The authors identify key occupational concerns ranging from
pay structure disparities to employee satisfaction and engagement.

The authors contextualize their findings within the larger literature on TRM and healthcare management
in the discussion. They investigate the implications of their findings for organizational practices and make
recommendations for improving total rewards strategies in the Philippine healthcare industry.

This research adds to the body of knowledge by shedding light on the complex dynamics of TRM in a
specific regional and occupational setting. This study's findings have practical implications for human
resource practitioners, policymakers, and healthcare leaders who want to improve the effectiveness of
total rewards programs in the pursuit of organizational success and employee well-being.

Introduction:

Human resource strategic management has emerged as a critical factor in sustaining organizational
success in today's dynamic business landscape. Total Rewards Management (TRM), a comprehensive
framework that encompasses various elements of employee compensation, benefits, recognition, and
career development, is a critical component of this strategic approach. With its unique challenges and
demands, the healthcare sector faces an increasing need to reassess and optimize its TRM practices in
order to attract, retain, and motivate a skilled workforce.

This research delves into the complexities of TRM in the context of healthcare organizations, recognizing
the critical role that an engaged and motivated workforce plays in providing quality patient care. The
recognition that the healthcare workforce is both diverse and

Background:

Healthcare organizations operate in a complex ecosystem that combines public service obligations,
market dynamics, and the pursuit of clinical excellence. As a result, attracting and retaining talented
healthcare professionals necessitates a nuanced approach to compensation and rewards. TRM, as a
holistic concept, includes elements such as healthcare benefits, professional development opportunities,
and recognition programs in addition to traditional salary structures. TRM implementation in healthcare
organizations is critical not only for talent acquisition but also for cultivating a culture of continuous
improvement and employee well-being.

Rationale for the Study:

While TRM has been extensively researched in a variety of industries, there is a significant gap in the
literature regarding its specific application within the healthcare sector in our context—the distinct
landscape of a certain country. This study aims to fill that void by conducting a comprehensive analysis of
TRM practices in healthcare organizations, with a particular emphasis on understanding the challenges
that organizations face in their pursuit of optimal employee engagement and satisfaction.

Objectives of the Study:

1. To examine the current state of TRM practices in healthcare companies.

2. To identify challenges and opportunities associated with TRM in the healthcare sector.

3. To explore the relationship between TRM effectiveness and key organizational outcomes, such as
employee retention and satisfaction.

4. To provide evidence-based recommendations for enhancing TRM practices in healthcare

organizations.

Statement of the Problem:

The healthcare industry faces unprecedented challenges in talent management due to its intricate blend
of societal responsibilities, evolving regulations, and a rapidly changing landscape. Total Rewards
Management (TRM) emerges as a critical framework in this context, encompassing various aspects of
compensation, benefits, and recognition. Despite the recognized importance of TRM in attracting and
retaining skilled professionals, there is a scarcity of comprehensive studies on its effective application
within healthcare organizations in the country. This study seeks to fill that void by investigating the
following key issues:

Lack of Comprehensive Understanding of TRM Practices:

The lack of a thorough examination of TRM practices specific to healthcare organizations impedes the
development of targeted strategies. This study aims to provide a foundation for strategic enhancements
by comprehensively understanding the current state of TRM within healthcare organizations.

Identification of Occupational Issues Impacting TRM:

Because healthcare professions are complex and demanding, they present unique occupational
challenges that may influence the effectiveness of TRM programs. Exploring these issues is critical for
developing rewards strategies that are tailored to the needs and expectations of healthcare professionals.

Limited Empirical Evidence on the Link between TRM and Key Organizational Outcomes:
While the importance of TRM in influencing employee satisfaction and retention is widely acknowledged,
empirical evidence in the specific healthcare context is lacking. This study seeks to fill that void by
investigating the link between TRM effectiveness and critical organizational outcomes.

Absence of Context-Specific Recommendations for TRM Optimization:

The absence of context-specific recommendations makes it difficult for healthcare organizations to

implement targeted improvements in their TRM practices. This study aims to fill that void by providing
evidence-based recommendations tailored to the specific needs and challenges of healthcare companies
in the country.

Alternative Courses of Action

When considering alternative courses of action for a study on Total Rewards Management (TRM) in
healthcare organizations, it is critical to focus on strategies that can address the identified problems or
gaps in the problem statement. Here are some hypothetical alternative strategies:

1. Comparative Analysis of TRM Practices:

• Perform a comparative analysis of TRM practices in healthcare organizations in

[Country/Region] and compare them to international best practices. This approach has the
potential to provide insights into effective strategies used in other regions that could be adapted
to the local context.

2. Occupational Issue Surveys and Focus Groups:

• Conduct surveys and focus group discussions aimed specifically at healthcare professionals in
order to gain a better understanding of the occupational issues that influence their perception of
TRM. This qualitative approach can provide nuanced insights into the difficulties that healthcare
workers face.

3. Longitudinal Study on TRM Impact:

• Conduct a long-term study to assess the impact of TRM initiatives on key organizational
outcomes such as employee retention, job satisfaction, and organizational performance. This
method can provide valuable insights into the long-term effectiveness of TRM strategies.

4. Collaborative Research with Healthcare Organizations:

• Closely collaborate with healthcare organizations to conduct on-site case studies. Working
closely with organizations to implement and assess the impact of tailored TRM interventions
could be part of this hands-on approach, fostering a more practical and applied understanding of
effective strategies.

5. Expert Panel Discussions and Delphi Technique:

 • Form expert panels of HR professionals, healthcare industry leaders, and academics to
participate in structured discussions using the Delphi technique. This iterative approach can aid
in the distillation of expert opinions and consensus on best TRM practices for healthcare
organizations.

6. Employee Feedback Mechanisms:

• Implement continuous feedback mechanisms in healthcare organizations to collect real-time

feedback from employees on their satisfaction with TRM programs. Based on ongoing employee
perceptions, organizations can adapt and refine their strategies.

7. Collaboration with Academic and Industry Associations:

• Collaborate with academic institutions, professional associations, and industry bodies to collect
a diverse range of TRM perspectives. This multi-stakeholder approach can add insights from
academia, practitioners, and regulatory bodies to the study.

8. Cross-Functional Team Training Programs:

• Create and implement cross-functional training programs for HR professionals and healthcare
administrators focusing on TRM strategy optimization. This strategy aims to increase
organizational capacity for designing and implementing effective rewards programs.

Recommendations:

Tailored TRM Strategies for Healthcare Professions:

Create tailored TRM strategies that take into account the unique demands and challenges of the
healthcare professions. To address the occupational issues identified in this study, consider incorporating
flexible work arrangements, career development opportunities, and specialized recognition programs.

Continuous Employee Feedback Mechanisms:

Implement and maintain regular feedback mechanisms to gather insights from healthcare professionals
about their TRM program experiences. Organizations will be able to adapt and refine their strategies
based on real-time employee perceptions thanks to this continuous feedback loop.

Professional Development Opportunities:

Improve TRM programs by including robust professional development opportunities that are tailored to
the changing needs of healthcare professionals. This could include on-going training, mentorship
programs, and certification assistance to promote career growth and job satisfaction.

Cross-Functional Collaboration:

To ensure a holistic approach to TRM, encourage collaboration between HR professionals and healthcare
administrators. Create cross-functional teams to design, implement, and monitor rewards programs
collaboratively, leveraging the expertise of both domains.
Benchmarking Against Best Practices:

Run regular TRM benchmarking exercises against international best practices. Identify and adapt
successful strategies used by leading healthcare organizations around the world to the local context,
ensuring a continuous improvement cycle.

Conclusion:

Finally, this study sheds light on the complex dynamics of Total Rewards Management within the unique
context of a country's healthcare companies. The findings highlight the importance of developing targeted
strategies that go beyond traditional compensation structures to address the specific occupational issues
that healthcare professionals face. According to the findings, while healthcare organizations recognize the
value of TRM, there is a significant gap in tailoring these programs to the specific needs of their workforce.
Organizations can improve employee satisfaction and retention while also contributing to the overall
quality of patient care by implementing the recommended strategies.

This study serves as a foundational investigation, laying the groundwork for future TRM research and
interventions in the healthcare sector. Understanding and optimizing rewards programs has become an
essential component of organizational success and employee well-being as healthcare continues to
evolve. The recommendations presented here are intended to help healthcare leaders and HR
professionals navigate the complexities of TRM while also fostering a culture of continuous improvement
and ensuring the resilience of the healthcare workforce in the face of ongoing challenges.