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Safeway's costs began to flatten three years before 2008 program began Einwand1 #373484 Safeway's health program began in 2008 too late to deserve credit for flat costs starting in 2005. | |
+Verweise (2) - VerweiseHinzufĂŒgenList by: CiterankMapLink[1] Redesigning Employee Health Incentives â Lessons from Behavioral Economics
Zitieren: Kevin G. Volpp, David A. Asch, Robert Galvin, George Loewenstein Publication info: 2011 August, 4, N Engl J Med 2011; 365:388-390, DOI: 10.1056/NEJMp1105966 Zitiert von: David Price 10:24 AM 23 January 2015 GMT Citerank: (3) 373483Scant evidence on the effectiveness of wellness financial incentives"Although it may seem obvious that charging higher premiums for smoking (or high body mass index, cholesterol, or blood pressure) would encourage people to modify their habits to lower their premiums, evidence that differential premiums change health-related behavior is scant. Indeed, weâre unaware of any insurance data that have convincingly demonstrated such effects."13EF597B, 399626Scant evidence on the effectiveness of wellness financial incentives"Although it may seem obvious that charging higher premiums for smoking (or high body mass index, cholesterol, or blood pressure) would encourage people to modify their habits to lower their premiums, evidence that differential premiums change health-related behavior is scant. Indeed, weâre unaware of any insurance data that have convincingly demonstrated such effects."13EF597B, 399747Safeway's costs began to flatten three years before 2008 program beganSafeway's health program began in 2008 too late to deserve credit for flat costs starting in 2005.13EF597B URL: | Auszug - ...Projections that the provision would reduce costs arose, in part, from claims that Safeway Supermarkets had achieved flat health care costs from 2005 to 2009 by tying employees' health insurance premiums to outcome-based wellness incentives. It later became clear, however, that Safeway's program began in 2008 â too late to deserve credit for flat costs starting in 2005. |
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