1.Report the findings that resulted from analysis and synthesis of the evidence that was collected (not simply the raw numbers or evidence).
2.Discuss any unanticipated limitations or outcomes and their potential impact on the findings.
3.Describe the implications resulting from the findings in terms of individuals, communities, institutions, and systems.
4.Provide potential implications to positive social change.
1.Describe the proposed or recommended solutions that will potentially address the gap-in-practice, as informed by the findings discussed above (e.g., policies, practice guidelines, protocols, standards, etc.); include these recommended products in appendices and provide any detail needed to understand or use the products.
2.If applicable, describe any proposed secondary products that will guide the use of the primary products in practice. Any secondary products should be included in appendices, discussed in the text of the paper, and referenced so that readers know where to look to find the actual products.
3.If applicable, describe the recommended implementation and evaluation procedures in sufficient detail that administrative decision makers not involved in development and planning can assign and supervise them without further planning.
Note: Implementation of the recommendations is not required for completion of the DNP doctoral project.
1.Contribution of the Doctoral Project Team (if applicable)
2.Summarize the process of working with the doctoral project team, including the responsibilities taken by team members.
3.Describe the roles the project team played in developing the final recommendations and/or product(s).
4.Discuss any plans to extend the project beyond the DNP doctoral project.(would like to publish)
Srength and Limitations of the Project
1.Discuss the strengths and the limitations of the doctoral project.
2.Include recommendations for future projects addressing similar topics and using similar methods.
normally consolidated into basic pay although sometimes they involve the payment of non-consolidated cash, while the focus of this factsheet is individual, consolidated Performance-related pay as a means of pay progression, Performance-related pay can be defined more broadly to include many differing systems that link individual and group performance to pay, as for example bonus schemes, Dr.Gilam (2004). How a manager measure performance and what should be the strategy of rewarding strategy, in this case Dr.Gilam (2004)’s opinion is, “on first examination this model of strategic reward management seems highly rational, but it makes significant assumptions.First consider the main driving force of the rewads strategy.The business strategy and external operating environment Organisation’s business strategy Required employee behaviours Reward strategy Organisation’s core reward values Reward process Reward structure Internal Operating Environment Fig:-Key elements of reward system design Paying for Indivisual job performance is, for many organisations, at the heart of a reward strategy, this raises what for many employees is a highly contentious issue.the putting at risk of a employees think about pay in terms of base pay (Schuster and Zingheins, 1992): The fixed amount which traditionally has increased yearly to reflect inflation and often, length of service.Base pay will also change of course, upon promotion to a more responsible job.For some organisations base pay is of declining importance.This raises the question:how can the traditional reward objectives of attracting, retaining and motivating people be achieved while making the pay budget most cost effective.One of the key decisions that needs to be taken into account is whether to pay the variable elements as a lump sum bonus or to consolidate this into salary.The trend in the USA has been for variety pay to be one off cash bonus (Kanter 1987).This is hardly surprising given the cost saving that the organisation enjoys.By not raising base pay, one-off cash bonuses do not affect future base pay increases or other associated payments such as overtime and, of course, pensions.” (Page.436) However, in order for performance to be rewarded, it is first necessary to have an effective means of measuring that performance – most commonly via a performance appraisal or review system. Using this approach, each employee’s performance is ranked on the scale, like ranging, for example, from unsatisfactory to superior. Some systems allow for management discretion in translating these scores into levels of pay rise. However, it is more usual for the performance element of the pay rise to be determined by the use of formula or a matrix system as an example each grade of employee, level of the employee or zone of work of the related employee to each of the performance categories. This may involve the use of a comparison ratio, this term given to the relationship between each employee’s current salary and the mid point of their grade. Thus for an employee at the mi>GET ANSWER