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Performance Measurement of Health Care Organization in United States
BY
Chichi Everhart
December 12, 2013
Background
Approach to enhance responsibility in health care
Quality indicator Definition of performance
measurements(PMs) Consequences of PMs use
Problem Statement
98,000 patients in United States hospitals die each year because of serious medical occurrences (Stelfox & Straus ,2013).
Aim of health care quality:To increase twice the yearly rate from the present 2.3% to 4.6% by 2016 (Blumenthal, 2012).
Purpose Statement
Research study objectives Importance of research
How the data from the study may affect business social change?
Conceptual Framework
theory of constraint by Eliyah Goldratt (1984) :, theory of constraints (TOC) improves
system performance through leveraging the constraint(s)
Jay Forrester (1956) system thinking, and Deming’s 14 steps model:
Provides improvement areas that could facilitate the use of standardized endorsed performance measures by various end users
Significance of the Study Contribution to Business Practice :
Helps in Decision and policy making in health care organization
Implications for Social Change:Enhancing quality-performance
measurement. Data will further guide people and
healthcare organizations toward preference significant to health care payers.
Research study might influence positive social change by providing better understanding of performance measurement evaluation and increasing organization awareness of common variables that influence healthcare quality and cost.
Conclusion
Responsibility for an effective performance measurement in healthcare organization falls on different administrative sector.
Performance Measurement (PM) is an instrument for managing organizational performance and that there is evidence that PM initiatives have the capability to produce a major organizational impact and that they affect a multitude of organizational processes
The data from the doctoral study might influence social change by enhancing quality-performance measurement. Guide people and healthcare organizations toward preference that are significant to health care payers
References
Burns, L. R., Bradley, E. H., Weiner, B. J., & Shortell, S. M. (2012). Shortell and Kaluzny's health care management: Organization, design, and behavior. Clifton Park, NY: Delmar/Cengage Learning
Blumenthal, D. (2012). Performance improvement in health care -- seizing the moment. The New England Journal of Medicine, 366 (21 ). Retrieved from http://search.proquest.com.ezp.waldenulibrary.org/docview/1016062378/abstract?accountid=14872
Barrett, K., & Greene, R. (2012). Performance measurement improves the quality of health care: Quality measures are transforming everything from billing practices to patient behavior. Retrieved from http://www.governing.com/columns/smart-mgmt/col-performance-measurement improves-quality-of-health-care.html
References
Forster, A.J., & Walraven, C.V. (2012). The use of quality indicators to promote accountability in health care the good, the bad, and the ugly. Open Medicine, 6(2). Retrieved from, http://www.openmedicine.ca/article/view/497/465
Feldstein, P. J. (2012). Health care economics. Clifton Park, NY: Delmar/Cengage Learning.
References
Evans, J. R. (2013). Quality and performance excellence. Retrieved from http://
books.google.com/books
Klassen, A., Miller, A., Anderson, N., Shen, J., Schiariti, V., & O’Donnell, M. (2010). Performance measurement and
improvement frameworks in Health, Education and Social Services Systems: A
systematic review. International Journal for Quality in Health Care, 22(1), 44–69. Retrieved from
References
O’Brien et al. (2012). Will performance measurement lead to better patient outcomes? :
What are the roles of the National Quality Forum and Medical Specialty Societies?
Chest Journal, 141(2):300-307.doi:10.1378/chest.11- 1942
Pavlov, A., Bourne, M. (2011). Explaining the effects of performance measurement on performance: An organizational routines perspective. International Journal of Operations & Production Management, 31(1), 101 – 122.
References
Powell, A. A., White, K. M., & Partin, M.R. (2011). Unintended consequences of implementing a national performance measurement system into local practice. Journal of General Internal Medicine,
27(4), 405-12. Retrieved from
Lee, Donhee. (2012). Implementation of quality programs in health care organizations
Service Business 6(3), 387-404,. Retrieved from http://search.proquest.com.ezp.waldenulibrary.org/docview/1030088178/abstract?accountid=148
References
Stelfoxa, H.T., & Straus, S.E. (2013). Measuring quality of care: considering measurement frameworks and needs assessment to guide quality indicator development. Journal of Clinical Epidemiology, doi:10.1016/j.jclinepi.2013.05.018.
Swanson, R.C., et al. (2012). Rethinking health systems strengthening key systems thinking tools and strategies for transformational change. Health Policy Plan. 27(4), 54-61. Retrieved from http://heapol.oxfordjournals.org/content/27/suppl_4/iv54.short