Exploring the human resource implications of clinical governance

Som, Chandra Vanu

doi:10.1016/j.healthpol.2006.03.010

Cited by 23 publications

(33 citation statements)

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“…There seen no significant differences between hospitals in this dimension (P> 0.05). Other studies have also found that the existence of a proactive and learning culture within hospitals has the highest correlation with successful CG implementation (25,33,34). Overall, studied hospitals were evaluated "weak to average" for CG implementation.…”

Section: Cg= Clinical Governancementioning

confidence: 82%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

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Background: Quality of health services is one of the most important factors for delivery of these services. Regarding the importance and vital role of quality in the health sector, a concept known as "Clinical Governance" (CG) has been introduced into the health area which aims to enhance quality of health services. Thus, this study aimed to assess private and public hospitals' readiness to implement CG in Iran. Methods: This descriptive and cross-sectional study was carried out in 2012. Four hundred thirty participants including doctors, nurses, diagnostic departments personnel, and support staff were chosen randomly from four hospitals (equally divided into private and public hospitals). Clinical Governance Climate Questionnaire (CGCQ) was used for data collection. Finally, data were entered into the SPSS 18 and were analyzed using statistical methods. Results: Among the CG dimensions, "organizational learning" and "planned and integrated quality improvement program" scored the highest and the lowest respectively for both types of hospitals. Hospitals demonstrated the worst condition with regard to the latter dimension. Furthermore, both types of hospitals had positive picture regarding "training and development opportunities". Private hospitals scored better than public ones in all dimensions but there was only a significant difference in "proactive risk management" dimension between both types of hospitals (P< 0.05). Conclusion: Hospitals' readiness for CG implementation was "average or weak". In order to implement CG successfully, it is essential to have a quality-centered culture, a culture specified by less paperwork, more selfsufficiency, and flexibility in hospitals' affairs as well as centring on shared vision and goals with an emphasis on continuous improvement and innovation.

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Section: Cg= Clinical Governancementioning

confidence: 82%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

View full text Add to dashboard Cite

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“…Five of the included studies examined the effects of training on attitudes towards or understanding of quality initiatives. Four of these found that training increased acceptance and understanding of quality initiatives [ 44 , 51 – 53 ]. Sweeney and Ellis [ 44 ] also found enhanced leadership skills and better team relationships after training.…”

Section: Resultsmentioning

confidence: 99%

Exploring the relationship between governance mechanisms in healthcare and health workforce outcomes: a systematic review

Hastings

Armitage

Mallinson

et al. 2014

BMC Health Serv Res

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BackgroundThe objective of this systematic review of diverse evidence was to examine the relationship between health system governance and workforce outcomes. Particular attention was paid to how governance mechanisms facilitate change in the workforce to ensure the effective use of all health providers.MethodsIn accordance with standard systematic review procedures, the research team independently screened over 4300 abstracts found in database searches, website searches, and bibliographies. Searches were limited to 2001–2012, included only publications from Canada, the United Kingdom, the Netherlands, New Zealand, Australia, and the United States. Peer- reviewed papers and grey literature were considered. Two reviewers independently rated articles on quality and relevance and classified them into themes identified by the team. One hundred and thirteen articles that discussed both workforce and governance were retained and extracted into narrative summary tables for synthesis.ResultsSix types of governance mechanisms emerged from our analysis. Shared governance, Magnet accreditation, and professional development initiatives were all associated with improved outcomes for the health workforce (e.g., decreased turnover, increased job satisfaction, increased empowerment, etc.). Implementation of quality-focused initiatives was associated with apprehension among providers, but opportunities for provider training on these initiatives increased quality and improved work attitudes. Research on reorganization of healthcare delivery suggests that changing to team-based care is accompanied by stress and concerns about role clarity, that outcomes vary for providers in private versus public organizations, and that co-operative clinics are beneficial for physicians. Funding schemes required a supplementary search to achieve adequate depth and coverage. Those findings are reported elsewhere.ConclusionsThe results of the review show that while there are governance mechanisms that consider workforce impacts, it is not to the extent one might expect given the importance of the workforce for improving patient outcomes. Furthermore, to successfully implement governance mechanisms in this domain, there are key strategies recommended to support change and achieve desired outcomes. The most important of these are: to build trust by clearly articulating the organization’s goal; considering the workforce through planning, implementation, and evaluation phases; and providing strong leadership.Electronic supplementary materialThe online version of this article (doi:10.1186/1472-6963-14-479) contains supplementary material, which is available to authorized users.

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“…The performance improvement cycle encompasses four key steps: the collection of system-level performance data and the development of Knowledge sharing quality indicators, the synthesis of data, evidence, and expert opinion into lucid clinical and organisational guidance, knowledge transfer through a coordinated program of clinician engagement, and a comprehensive system of performance management through the utilisation of contractual agreements, financial incentives, and public reporting. Som (2007) furthermore found that even though the staff members value the crucial role of human resources management in the implementation of clinical governance, little evidence indicates that senior management attends to developing the human resources function around the clinical governance agenda. Moreover, there are few available yardsticks for tracking progress on its implementation.…”

Section: Clinical Governancementioning

confidence: 99%

The role of CSR in clinical governance and its influence on knowledge sharing

Trong Tuan

2013

Clinical Governance: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The cumulative cart of data piling through the empirical journey around hospitals in Vietnam provides the clue on whether corporate social responsibility (CSR) influences clinical governance, which in turn catalyzes team processes and knowledge sharing. This paper aims to discuss these issues. Design/methodology/approach -Structural equation modeling (SEM) approach served as an analyst for 341 responses returned from self-administered structured questionnaires sent to 504 hospital members in the middle-management position. Findings -A model of clinical governance and knowledge sharing evolved along the process of hypothesis testing. Ethical CSR was found to nourish clinical governance in the healthcare service organizations. Originality/value -The research findings shed light on the CSR-based model of knowledge sharing which underscores the role of ethical CSR initiatives in the activation of chain effects from clinical governance through team processes to knowledge sharing.

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Exploring the human resource implications of clinical governance

Cited by 23 publications

References 42 publications

Hospitals’ readiness to implement clinical governance

Hospitals’ readiness to implement clinical governance

Exploring the relationship between governance mechanisms in healthcare and health workforce outcomes: a systematic review

The role of CSR in clinical governance and its influence on knowledge sharing

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