Using Performance Indicators for Hospital Quality Management: A Qualitative Interview Study amongst Health Professionals and Quality Managers in the Netherlands | Chapter 11 | Current Overview on Disease and Health Research Vol. 3

 The aim of this study was to explore hospitals’ use of performance indicators for internal quality management activities.

The study conducted a qualitative interview among 72 health professionals and quality managers in 14 acute care hospitals in The Netherlands. The goal was to gain insight into data collection and use of performance indicators for two conditions: knee and hip replacement surgery and breast cancer surgery. Based on the data, themes were synthesized and the analyses were executed systematically by two analysts independently. Hospitals collect data for performance indicators and use it for quality management in different ways, while some do not seem to use the data for this purpose at all. Factors like ‘linking pin champions’, pro-active quality managers and engaged medical specialists seem to make a difference. A comprehensive hospital data infrastructure with electronic patient records and robust data collection software appears to be a prerequisite to produce reliable performance data for internal quality improvement.

Performance indicators are frequently used by hospitals as a tool to help internal quality control. It is advised that hospitals concentrate their human resource policies on "connecting pin champions," the employment of experts and a proactive quality manager, and to make investments in a robust data infrastructure. Furthermore, it is challenging to compare the results of performance metrics among Dutch hospitals due to variations in data collection procedures. "Linking pin champions," "active quality managers," and "involved medical specialists" are factors that seem to matter. To provide trustworthy performance data for internal quality improvement, a comprehensive hospital data infrastructure with electronic patient records and dependable data gathering tools appears to be necessary. Hospitals typically utilise performance indicators as a tool to aid with internal quality control. Hospitals are recommended to focus their human resource policies on "connecting pin champions," the hiring of professionals and a proactive quality manager, as well as to make investments in a strong data infrastructure. Furthermore, due to differences in data gathering methods, it is difficult to compare performance metrics findings amongst Dutch hospitals.

Author(s) Details:

Daan Botje,
Amphia Hospital, Langendijk 75, P.O. box 901574800 RA Breda, Netherlands and NIVEL, Netherlands Institute for Health Services Research, Utrecht, Netherlands.

Guus ten Asbroek,
Ahti, Amsterdam Health & Technology Institute, Amsterdam, Netherlands and   Department of Public Health, Academic Medical Center, University of Amsterdam, Amsterdam, Netherlands.

Thomas Plochg,
Department of Public Health, Academic Medical Center, University of Amsterdam, Amsterdam, Netherlands and  Netherlands Public Health Federation, Utrecht, Netherlands.

Helen Anema,
Department of Public Health, Academic Medical Center, University of Amsterdam, Amsterdam, Netherlands.

Dionne S. Kringos,
Department of Public Health, Academic Medical Center, University of Amsterdam, Amsterdam, Netherlands.

Claudia Fischer,
Philips Research, Cambridge, UK.

Cordula Wagner,
NIVEL, Netherlands Institute for Health Services Research, Utrecht, Netherlands and Philips Research, Cambridge, UK.

Niek S. Klazinga,
Department of Public Health, Academic Medical Center, University of Amsterdam, Amsterdam, Netherlands.

Please see the link here: https://stm.bookpi.org/CODHR-V3/article/view/7901

Evaluating the Organizational Performance of Higher Education Institutions in Pangasinan | Chapter 7 | Modern Perspectives in Language, Literature and Education Vol. 2

 The aim of this study was to determine the profile and organisational performance of Pangasinan higher education institutions (HEIs) in terms of quality and excellence, relevance and responsiveness, access and equity, and effectiveness and productivity. Performance measurements are usually categorised as either absolute or relative—It is absolute when performance is measured in relation to a previously established or ideal attribute and relative when compared to a standard performance or a comparable feature of the performance of another organisation. The descriptive research design was made use of in this report. 30 administrators, 711 faculty, 469 non-teaching staff, and 1,689 students responded to the research method. In the analysis of the results, statistical tolls were used such as means, frequency counts, percentages, t-test for independent samples and Pearson Product Moment Correlation. The results show that most of the Pangasinan Higher Education Institutions (HEIs) were classified as small, young and operating on a tiny internal operating budget. The performance level of the HEI administrators, faculty, non-teaching staff and students ranged from "moderately high" to "high" with respect to all the indicators. In terms of consistency and excellence, relevance and responsiveness, access and equity, the performance of HEIs was "moderately high," but "low," along with efficiency and effectiveness. In their performance, administrators, faculty, non-teaching staff, and students differ in consistency and excellence, relevance and responsiveness, access and equity, and effectiveness and productivity. The HEIs' years of life are connected to the success of the administrators, faculty and non-teaching employees. Based on the results, it is concluded that despite their limited internal operating budget and being young in this endeavour, the Higher Education Institutions in Pangasinan are performing and achieving the goals/indicators of quality and excellence, relevance and responsiveness, access and equity, and efficiently and effectively at a high level. However, even with those metrics, there is still space to boost output to a higher level. The HEIs' years of life as an entity are synonymous with the success of HEIs. It is recommended that HEIs constantly review and enrich their curricular programmes, incorporate a purpose-based curriculum for the growth of staff and faculty, and enhance the activities of research and extension through the injection of additional budgets and incentives for faculty members. Further research on the success of HEIs need to be carried out using other variables such as social and economic benefits resulting from the presence of these institutions by the immediate community and the whole province.

Author(s) Details

Josephine S. Lambinicio
Urdaneta City University, Pangasinan, Philippines.

View Book :- https://bp.bookpi.org/index.php/bpi/catalog/book/334