A Survey-Based Benchmarking Approach for Health Care Using the Baldrige Quality Criteria

Jennings, Kenneth R.; Westfall, Fred

doi:10.1016/s1070-3241(16)30096-7

Cited by 18 publications

(13 citation statements)

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“…This finding supports the use of hospital employee self-reported data as a reliable source of information. Jennings and Westfall (1994) describe how a self-assessment consulting tool based on the original Baldrige Criteria can help hospitals benchmark against other hospitals. The unpublished self-assessment tool, which consists of 99 questions, includes a scale for each of the 28 original Baldrige dimensions.…”

Section: Health Care Studiesmentioning

confidence: 99%

“…The unpublished self-assessment tool, which consists of 99 questions, includes a scale for each of the 28 original Baldrige dimensions. (The number of questions used in these scales is not reported in Jennings and Westfall (1994), but is ascertained from a questionnaire supplied by the authors). All hospital employees at 25 participating hospitals were asked to complete a survey, indicating their level of agreement with each question on a seven-point Likert-type scale.…”

Section: Health Care Studiesmentioning

confidence: 99%

“…Jennings and Westfall (1994) measurement scales are not adequate for the study presented here because they are based on the original Baldrige Criteria, not the Health Care Criteria. Carman et al (1996), Shortell et al (1995), and Jennings and Westfall (1994) use the original Baldrige Criteria most applicable to manufacturing (1995a) and do not use or test the MBNQA Health Care Criteria (1995c). They use only portions of the original criteria to study the health care environment, do not always fully present their statistical results, and sometimes depart from the content and logic of the original and Health Care Baldrige Criteria.…”

Section: Health Care Studiesmentioning

confidence: 99%

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An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria

Meyer

Collier

2001

J of Ops Management

234

231

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This research is the first to empirically test the causal relationships in the Malcolm Baldrige National Quality Award (MBNQA) Health Care Pilot Criteria. The Baldrige model of quality management for the health care industry is tested here using data from 220 US hospitals. Results of confirmatory structural equation modeling show that many of the hypothesized causal relationships in the Baldrige model are statistically significant. For example, Leadership (Baldrige Category 1.0) is identified as a driver of all components in the Baldrige System, including Information and Analysis, Strategic Planning, Human Resource Development and Management, and Process Management. This study also clarifies and improves understanding of within‐System performance relationships. Baldrige components of Leadership and Information and Analysis are significantly linked with Organizational Performance Results while Human Resource Development and Management and Process Management significantly link with Customer Satisfaction. In addition, a comprehensive “measurement model” grounded in the Baldrige Health Care Criteria for the 28 dimensions of measurement is developed, tested, and found to be valid and reliable. This valid and reliable measurement model allows a fair test of the “structural model”, which tests the relationships among the Baldrige model constructs. Ten major findings and future research ideas are discussed.

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Section: Health Care Studiesmentioning

confidence: 99%

Section: Health Care Studiesmentioning

confidence: 99%

Section: Health Care Studiesmentioning

confidence: 99%

See 1 more Smart Citation

An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria

Meyer

Collier

2001

J of Ops Management

234

231

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“…Measurement tools exist for assessing important organizational attributes of larger health systems, such as hospitals (Shortell 1985; Shortell et al 1991, 2000; Jennings and Westfall 1994; Nabitz et al 2000; Weeks et al 2000; Meyer and Collier 2001; Nordhaus‐Bike 2001; Goldstein and Schweikhart 2002). These attributes include: (1) leadership that engages a diversity of perspectives and shares critical information in order to enhance problem solving processes; (2) a culture that fosters openness, connectedness, and learning; (3) relationships that foster communication and collaboration; (4) management functions that describe presence of diverse structural components and processes such as fiscal, material, clinical, recognition, and feedback, and strategic planning; and (5) information mastery that includes the access and use of information that supports learning and problem solving activities (Shortell et al 1998; Davies and Nutley 2000; Donaldson et al 2000; Ferlie and Shortell 2001).…”

mentioning

confidence: 99%

Measuring Organizational Attributes of Primary Care Practices: Development of a New Instrument

Ohman‐Strickland

Orzano

Nutting

et al. 2006

Health Services Research

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“…The challenge to organizations of improving processes and outcomes of care through use of CQI includes facilitating employee and physician CQI skill acquisition. Organizations can conduct benchmarked self-assessments of their progress with CQI implementation using the Baldrige award criteria [72,73].…”

Section: Improving Processes and Outcomes Of Carementioning

confidence: 99%

US health‐care revolution: cost and quality challenges

Larrabee

1996

International Journal of Quality Science

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SupplementThe US health-care system is experiencing a revolution, a major paradigm shift[1], as organizations "reinvent" themselves to put more emphasis on primary care and the holistic continuum of care than on illness care[2], as prepaid or capitated health plans rapidly gain market share in all geographical regions, and as health-care organizations [2][3][4][5], like other businesses [6], are deconstructing themselves through downsizing, re-engineering, and creating networks. Simultaneously, organizations that have embraced continuous quality improvement principles and strategies are experiencing incremental changes in their processes of care [7]. Clinicians may perceive these changes to be a veritable chaos, produced by data-free change strategies. Prediction of the future nature of the US health-care system is confounded by the lack of standardized clinical data elements and quality indicators, current telecommunications limitations, and the many complex, competing factors which are propelling change. Among these factors are concern for quality, the changing role of the consumer in health care, but, most especially, the concerted efforts to contain health-care cost escalation [2,8,9]. This article discusses challenges pertaining to these factors that providers, payers and policy makers must grapple with to shape the future US health-care system.First, consumerism and pursuit of market share challenge organizations to "reinvent" consumer-valued services and processes in a cost-effective manner that maintains or improves quality. Many such changes have been implemented without empirical data regarding the consequences of those changes. Research of the influence of various service delivery models on patient satisfaction and quality indicators is needed to help administrators and providers meet this challenge. Similarly, also needed is consumerism and the changing role of the consumer challenge providers to share information that meets their consumers' needs in a manner that they can use in making choices. This dimension of care continues to be a source of patient dissatisfaction. Research on the effectiveness of information sharing in various populations would help providers meet this challenge.Second, concerns for quality challenge organizations and providers to be accountable for improving processes and outcomes of care by decreasing practice pattern variation and associated differences in outcomes. Use of clinical practice guidelines has been initiated to help reduce practice pattern variation

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A Survey-Based Benchmarking Approach for Health Care Using the Baldrige Quality Criteria

Cited by 18 publications

References 0 publications

An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria

An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria

Measuring Organizational Attributes of Primary Care Practices: Development of a New Instrument

US health‐care revolution: cost and quality challenges

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