Management position on health care cost with regard to employment level is a problem that can be solved when several measures are implemented. The first point is that the number of doctors and nurses can be increased. Shortage in the number of doctors and nurses may increase the prices of obtaining medical health care (Fossum, 2012). Addressing this issue would ensure that there is a decline in general prices of obtaining domestic health care. The employer will have the chance to compete favorably. This is because he will be able to compensate all the medical expenses of the employee (Fossum, 2012).
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Secondly, there can be provision of Health Insurance Coverage mandates. A reform is done in the private insurance sector. It ensures that almost everybody has got an insurance cover (The Economist, 2009). This involves lawsuits that ensure healthy people who can work pay into insurance pools. This is meant to help curb rising insurance premiums hence cutting on the general costs of health care. The employer stands a chance of being able to compensate all his employees due to the favorable prices. Due to these efforts, the employer becomes competitive.
The other option is through eradication of medical fraud. Accountability is ensured through a series of audits. In addition, laws are made within the budget to provide a framework for the expenditure (Sherry, 2008). Well managed medical finances ensure increased medical resource base to cater for medical expenditure. These funds can serve a rapidly growing population by the fact that they are accessible at a cheap price. Therefore, all employees are capable of accessing the medical healthcare at an affordable price. This boosts employment level making the employer competitive (Sherry, 2008).
References
Fossum, J. A. (2012). Labor relations: Development, structure, process (11th ed.). New York: Prentice Hall.
Sherry, G. A. (2008). Healthcare Financing, Efficiency and Equity. National Bureau of Economic Research working paper no.13881 , 68-74.
The Economist. (2009). Stemming the Tide. The Economist , 89-94.
