ABSTRACT
Each month accountants, accounts payable clerks, and payroll technicians all work at a hectic pace to formulate month-end “nancial statements. ese statements are typically the departmental income statement, actual-to-budget comparisons, and other miscellaneous documents created through the numerous reclasses, interfaces, and accruals formulated during the month-end close process. A primary role of the director of accounting is to plan and organize this chaotic process and to ensure that “nancial reports are completed in a timely and consistent manner. Central to month-end close is the coordination and motivation of accounting personnel, who have varying levels of education and experience. Certain staŸ may be driven by extrinsic rewards, whereas others are motivated through intrinsic bene“ts, such as challenging job duties. Traditionally, supervisors have used either coercive or reward techniques to increase performance, and in the short run, both approaches are somewhat eŸective. However, a growing trend in the hospital accounting profession is the use of a participatory management style that emphasizes input and feedback from employees in formulating goals. A manager can signi“cantly improve departmental procedures and overall morale by giving employees additional planning and control over their duties and assignments.
