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UPFS

Uniform Patient Fee Schedule It groups patients into three categories defined in general terms, and includes a classification system for placing all patients into either one of these categories depending on the situation and any other relevant variables. The three categories include full paying patients—patients who are either being treated by a private practitioner, who are externally funded, or who are some types of non-South African citizens—, fully subsidised patients—patients who are referred to a hospital by Primary Healthcare Services—, and partially subsidised patients—patients whose costs are partially covered based on their income. There are also specified occasions in which services are free of cost. [5] The public sector uses a Uniform Patient Fee Schedule as a guide to billing for services. This is being used in all the provinces of South Africa, although in Western Cape, Kwa-Zulu Natal, and Eastern Cape, it is being implemented on a phased schedule. Implemented i

The Social Identity Theory

The Social Identity Theory This study is anchored on Social Identity Theory and was propounded by Tajfel in 1978. The Social Identity Theory asserts that group membership can enhance ways individuals behave within the in-group, but often at the expense of those considered as those in the out-group. The theory is concerned with the existence of multiple identities, the variability of the degree to which people identify with a social group and the role of the social context in social identification. This theory does not only explain one’s self concept, but it also addresses the ways in which people view others. Tajfel and Turner (2014) added that as group members are motivated to maintain their social identities, they tend to exhibit a favourable bias towards others who appear to have similar characteristics. It is the quests for positive distinctiveness which social identity theory proposes that underlies many of the behavioural, evaluative and perceptual biases which are frequently

Organisational Performance

Organisational performance is the concept of how effective an organisation is in achieving the outcomes the organisation intends to achieve (Mitchell, 2013). In addition, Watson, Kumar and Michaelson (2014) state that organisational performance captures organisational effectiveness plus the myriad internal performance outcomes normally associated with more efficient or effective operations and other external measures that relate to considerations that are broader than those simply associated with economic valuation (either by shareholders, managers, or customers). It is been asserted in the literature that creativity in teams is expected to be greater when there is diversity in expertise, nationality, culture, gender, ethnicity, sex, character, and experience among others. Performance could also be referred to the degree of achievement of the mission at work place that builds up an employee’s job. Different researchers have different thoughts about performance. Mostly resear

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