Health management performance

Abstract

A bewildering variety of performance measures and indicators in health management is evident in the literature and in practice. Reviews measures useful for health management performance accountability, and expands on the traditional notion of health performance measures to incorporate nominal and ordinal measures. The research is performed in the interest of stimulating discussion in the public domain and with the intent of expanding current notions of the term “performance indicator”. Develops a comprehensive framework from measurement and accountability theory, and the medical management, accounting and accountability literatures are reviewed. Highlights the importance of using non‐ratio measures to capture outcomes, structure and processes influenced by management; and suggests that disclosures which include measures from all elements of the framework would most closely account for management activity.

Top Management Team Heterogeneity, Strategic Change and Operational Performance*

“…shows a description of the six measures that were chosen. All six measures are important performance indicators for hospitals around the world, regardless of their strategic positioning (see Van Peursem, Pratt and Lawrence, 1995, for a review of hospital performance measurement). The measures were modelled to be manifest indicators of a latent construct called operational performance.…”

Design and Implementation Factors for Performance Measurement in Non-profit Organizations: A Literature Review

“…From the previous discussion, it is possible to notice that there is still some ground to be covered until a complete comprehension of PMSs for NPO is achieved. Specifically, guidelines for design, implementation, and use of PMSs for NPO must be identified and provided once their structure must be designed to be complex, in-depth, able to include all organizational characteristics, and for flexible interface considering the social goals and the management style (Peursem et al, 1995;Micheli and Kennerley, 2005).…”

Modeling the Pathways of Knowledge Management Towards Social and Economic Outcomes of Health Organizations

“…Empirical studies have focused on the role of KM in different types of organizations and different organizational outcomes, which may be categorized into three main clusters: (1) managerial outcomes, such as operational performance [30], organizational effectiveness [21,23], and organizational performance (represented by quality, product and service innovation, and operating efficiency) [31]; (2) social outcomes, which may include employee satisfaction [32,33] and client satisfaction [26,31,34]; (3) financial (economic) outcomes including productivity [34], financial performance [26,31,35], and competitiveness [35]; and (4) measuring organizational performance across multiple interrelated perspectives [36,37,38,39,40,41] or interorganizational pathways [42], thus developing organizational performance assessment frameworks and models. For instance, Orzano et al [36] considered organizational performance based on quality, products/services, productivity, and workplace and patient satisfaction; whereas other authors [26,43,44] proposed a balanced scorecard (BSC) perspective.…”