Translation of remuneration arrangements into incentives to delegate to English dental therapists.

OBJECTIVES: To investigate how changes to the dental remuneration system have translated into disincentives to delegate to dental therapists in dental practices.
METHOD: A purposive sample of nine practices was identified incorporating a mix of small, medium and large practices, both with and without dental therapists (DTs). Semi-structured interviews were carried out with 48 principal dentists, associate dentists, DTs, practice managers and dental hygienists. Interview transcripts were analysed using a general inductive approach to identify themes and sub-themes.
RESULTS: Four themes were identified: practice finances, productivity, lack of management information relating to the use of DTs, and fairness. DTs were often seen as a 'cost' to the team, rather than part of the team as a whole, within a system where contributions were evaluated according to a cost-volume-profit business model. Thus DTs were expected to be 'self-financing'. The fairness of deducting the salary costs of the DT from associate dentists' income was an issue.
CONCLUSIONS: The study reveals that the financial risk sharing model which predominates in dental practice significantly influences how the remuneration system translates into establishing delegation incentives. New organisational forms or a shift in practitioner worldviews of team-working are needed in order for DTs to be fully integrated into dental practice teams.