Concerns and hopes about outsourcing decisions regarding health information management services at two teaching hospitals in Semnan, Iran

Abstract

Background: Changes in health programs in Iran have led to an increase in administrative costs. One cost-saving option available to hospital administrators is to outsource administrative services. Objective: This study aimed to explore the attitudes of hospital staff towards outsourcing health information management services in advance of a decision being taken, to assist healthcare organisations to assess the potential benefits and challenges of outsourcing such services. Method: Six hundred and four clinical and allied health employees in two hospitals in Iran, who had had prior experience with outsourcing hospital services, responded to a survey designed to measure staff attitudes towards outsourcing health information management services, based on their perceptions of potential costs and benefits for the organisation and their own employment prospects. A 16-item attitude scale, developed by the researchers, was used in the study and demographic data were also collected. Results: Summary statistics showed that approximately one third of the sample (34.53%) had a negative view of outsourcing, one third (35.16%) had a positive view, and 30.31% were neutral. An exploratory factor analysis of items on the attitude scale identified three underlying constructs, labelled: data security and management; workplace environment; and staff and customer satisfaction. One item (concern about the impact of outsourcing on staffing levels) did not load on any of the factors. A separate analysis of this single item showed a significant relationship between the sex of participants and their views on the impact of outsourcing on the number of hospital staff employed (p<0.05). Conclusion: While results of this study indicated that staff in hospitals surveyed held both positive and negative views of outsourcing, a large number of staff in these hospitals (a third of the total sample) had reservations about the skills of outside providers to securely manage hospital data, and did not consider that outsourcing health information management services would be positive for the organisation, their working environment or for staff and patient satisfaction. These findings have important implications for healthcare organisations planning to outsource health information services. Further research that focuses on communication skills of senior managers and their ability to provide team leadership is needed, as is research into the impact of geographical location and current market forces that impact on outsourcing tasks.

Factors influencing decision making for healthcare services outsourcing: A review and Delphi study

“…The target group of this study was the pundits and persons involved in the field of healthcare service outsourcing. The criteria for choosing contributors are: ( 1 ) Ph.D. or MA in health management and health economy, ( 2 ) at least 5 years of hospital management experience, ( 3 ) having an occupation in managing support services, managing contracts affairs, managing legal affairs, managing treatment economy, managing treatment monitor, ( 4 ) at least 5 years of work experi-ence related to contract matters. Also, the unwillingness to continue to be present in the research was considered as a criterion for withdrawal from the study.…”

“…Data was collected using a checklist tool. In order to measure the significance of the sub-criteria, the 9 ranks Likert range (low importance ( 1 - 3 ), medium ( 4 - 6 ), and important ( 7 - 9 )) were used. In this round, experts were asked to list their proposed criteria, which added in the next round.…”

“…In recent years, outsourcing has been considered by managers as one of the tools for organizational development and productivity enhancement ( 3 ). Outreaching is an integral part of healthcare system reforms, which, by providing a man-agerial and supervisory tool, leads to improved performance and increased accountability ( 4 , 5 ).…”

Outsourcing of healthcare services in a smart city of Eastern India

“…The clinical and allied health employees in Iran expressed both positive and negative views regarding outsourcing. A large number of these employees have negatively responded to the skill of an outside provider securely managing hospital data, their working environment and ensuring staff and patient satisfaction (Kahouei et al , 2016). The availability of sufficient staff for administration, no interest in taking a risk and lack of skilled workforce offered by the outsourcing agents were some of the reasons for not adopting outsourcing (Sendilkumar, 2020).…”

“…Some of the hospitals have negatively responded to outsourcing as a strategic tool as it limits the control over outsourced operations, staff and customer satisfaction (Guimaraes and Carvalho, 2011; Kahouei et al , 2016; Billi et al , 2007; Lau and Zhang, 2006). The presence of local protection regulation and lack of overall post-outsourcing measurement will create a conflict between the clients and the outsourcing vendors (Lau and Zhang, 2006; Gaspareniene, Remeikiene and Startiene, 2014).…”