Impact of integration of clinical and outpatient units on cancer patient satisfaction

Wessels, Hester; Graeff, Alexander de; Groenewegen, Gerard; Wynia, Klaske; Heus, M. de; Vos, J. Bernard H.; Tjia, P.; Kruitwagen, Cas; Teunissen, Saskia; Voest, Emile E.

doi:10.1093/intqhc/mzq041

Cited by 11 publications

(16 citation statements)

References 12 publications

(14 reference statements)

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“…Nine studies (see Table 2 A-I) focused on improving the interpersonal aspects of care for specific patient groups such as cancer patients [22-24], diabetic patients [25], patients in the emergency department [26], palliative care patients [27] postnatal care patients [28] and women during childbirth [29,30]. Patient satisfaction with care was prioritised in those articles which sought to intervene in the delivery of interpersonal care [22,23,25-27,30] while two studies sought to improve both patient and staff satisfaction [23,24].…”

Section: Resultsmentioning

confidence: 99%

“…Patient satisfaction with care was prioritised in those articles which sought to intervene in the delivery of interpersonal care [22,23,25-27,30] while two studies sought to improve both patient and staff satisfaction [23,24]. …”

Section: Resultsmentioning

confidence: 99%

“…In these studies, quality of care outcomes were measured using nurse and family satisfaction questionnaires [27] and a Diabetes Attitude Scale (DAS-3) [25]. In contrast to the majority of interpersonal interventions, two studies differed in terms of participants with one study involving patients and childbirth companions [29] while the second study assessed the impact of building restructuring on quality of care [22]. Despite having the differences, both studies [22][29] measured quality outcomes used patient satisfaction questionnaires.…”

Section: Resultsmentioning

confidence: 99%

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A 10 year (2000–2010) systematic review of interventions to improve quality of care in hospitals

Conry

Humphries

Morgan

et al. 2012

BMC Health Serv Res

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BackgroundAgainst a backdrop of rising healthcare costs, variability in care provision and an increased emphasis on patient satisfaction, the need for effective interventions to improve quality of care has come to the fore. This is the first ten year (2000–2010) systematic review of interventions which sought to improve quality of care in a hospital setting. This review moves beyond a broad assessment of outcome significance levels and makes recommendations for future effective and accessible interventions.MethodsTwo researchers independently screened a total of 13,195 English language articles from the databases PsychInfo, Medline, PubMed, EmBase and CinNahl. There were 120 potentially relevant full text articles examined and 20 of those articles met the inclusion criteria.ResultsIncluded studies were heterogeneous in terms of approach and scientific rigour and varied in scope from small scale improvements for specific patient groups to large scale quality improvement programmes across multiple settings. Interventions were broadly categorised as either technical (n = 11) or interpersonal (n = 9). Technical interventions were in the main implemented by physicians and concentrated on improving care for patients with heart disease or pneumonia. Interpersonal interventions focused on patient satisfaction and tended to be implemented by nursing staff. Technical interventions had a tendency to achieve more substantial improvements in quality of care.ConclusionsThe rigorous application of inclusion criteria to studies established that despite the very large volume of literature on quality of care improvements, there is a paucity of hospital interventions with a theoretically based design or implementation. The screening process established that intervention studies to date have largely failed to identify their position along the quality of care spectrum. It is suggested that this lack of theoretical grounding may partly explain the minimal transfer of health research to date into policy. It is recommended that future interventions are established within a theoretical framework and that selected quality of care outcomes are assessed using this framework. Future interventions to improve quality of care will be most effective when they use a collaborative approach, involve multidisciplinary teams, utilise available resources, involve physicians and recognise the unique requirements of each patient group.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

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A 10 year (2000–2010) systematic review of interventions to improve quality of care in hospitals

Conry

Humphries

Morgan

et al. 2012

BMC Health Serv Res

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“…Only one study was found on this topic. Wessels et al (2010) noted that the combination of three oncology units into one unit, which provided more options for privacy, positively influenced patient satisfaction.…”

Section: Social Interactionmentioning

confidence: 99%

Ambulatory infusion suite: pre- and post-occupancy evaluation

Shepley

Rybkowski

Aliber³

et al. 2012

Building Research & Information

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“…Also patient satisfaction has been found to be dependent on coordination, for example in the field of oncological care (Wessels et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Is social capital as perceived by the medical director associated with coordination among hospital staff? A nationwide survey in German hospitals

Gloede

Hammer

Ommen

et al. 2012

Journal of Interprofessional Care

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Effective coordination among all members of hospital staff has been shown to be associated with better quality of care. The literature indicates that social capital, a form of organizational resource, may facilitate the task of coordination. However, to the best of our knowledge, no study has yet examined this link within a healthcare setting. Thus, the objective of this study was to analyze the relationship between social capital and coordination among hospital staff, as perceived by the medical director being a key informant of the hospital. In 2008, we surveyed the medical directors of 1224 German hospitals by the use of a standardized questionnaire. We conducted stepwise multivariate linear regression and controlled for hospital size, ownership and teaching status. In total, 551 medical directors (45%) responded to the survey. We found social capital to be a significant predictor of coordination (β = 0.444, p < 0.001). The regression model explained 28% of the variance in coordination. Higher levels of social capital can be associated with better coordination among members of hospital staff, as perceived by the medical director. Therefore, investment in social capital may facilitate better organization of work processes in hospitals and may therefore help to improve patient outcomes. However, longitudinal studies are needed in order to explain the causal relationship between social capital and coordination among hospital staff.

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Impact of integration of clinical and outpatient units on cancer patient satisfaction

Abstract: Integration of three oncology units into one unit had a positive impact on care delivery processes and resulted in improved patient satisfaction concerning care and treatment.

Cited by 11 publications

References 12 publications

A 10 year (2000–2010) systematic review of interventions to improve quality of care in hospitals

A 10 year (2000–2010) systematic review of interventions to improve quality of care in hospitals

Ambulatory infusion suite: pre- and post-occupancy evaluation

Is social capital as perceived by the medical director associated with coordination among hospital staff? A nationwide survey in German hospitals

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