Sarah Pompeii email@example.com 1 of 2 Order Reprint of this Story Many people in Lexington who see doctors at University of Kentucky HealthCare write checks to the Kentucky Medical Services Foundation. But few know much more about the foundation, which takes in more than $200 million a year from patient billings, and owns $96 million in real estate and equipment. Although its board is made up almost entirely of UK doctors, UK contends the foundation is a separate, private entity that does not have to make its records available for public inspection. UK administrators have also used the foundations coffers to pay for a private airplane, construction of http://abigailwilsontrust.denaliinstitute.org/2016/08/05/a-straightforward-breakdown-of-astute-interview-skills-plans a daycare center, and millions of dollars in contracts with consultants and lawyers that arent subject to state procurement rules and dont have to go through a bidding process. It even pays for the Keeneland membership of UK Executive Vice President for Health Affairs Michael Karpf, and supports aging foxhounds at the Iroquois Hunt Club. Most recently, the foundation paid $1 million to a Washington, D.C. lawyer to clean up billing problems with the federal government by a cardiology practice that the foundation acquired in 2014. The foundation also paid part of the $4 million refund to the federal government. The foundation was created in 1978 to help the university pay doctors competitive salaries and support its academic and service missions, but its former director says the foundation has gone beyond its scope. Darrell Griffith cited several examples of the foundations creeping mission in an affidavit filed in a lawsuit against UK by a former surgeon.
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Routine communications email, newsletters, and face-to-face encounters also can be effective for companies seeking to inspire integrity, humility, team support, and innovation. But if workers come to believe that an employer does not walk the walk touted at orientations and in communications, they may see http://www.theactproject.com/wwwtheactprojectcom5959/2016/07/22/we-now-understand-that-enlivening-the-brains-frontal-areas%c2%97which-are-responsible-for-planning-and-guiding-one%c2%92s-behavior%c2%97leads-to-better-decision-making-and-lifestyle-choices/ it as violating a psychological contract, Neill said. That, in turn, may lead to turnover, job dissatisfaction, distrust, and reduced performance despite good salaries, benefits, and chances to advance. Perhaps the most powerful way to avoid those problems is linking ethics to reward systems, some companies suggest. When someone receives an award or gets a nomination, it has to be related to one of the values. And then we have values painted all over the office on the wall, so those are the two big reinforcements, one human resources manager told Neill. Youre also rated on the values in your annual performance review. Other ways to inspire employees and foster ethics are codes of conduct, employee training, ethics audits, ethics hotlines, newsletters, handbooks, testimonials, and an ombudsperson, Neill said. The study recommends: Employers should communicate ethics in a relevant way, such as employee testimonials and historical anecdotes. Employers should review their core values to be sure they mesh with policies and reward systems. If not, they should make revisions.
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