Organizational conflict management systems

Georgakopoulos, Alexia; Coleman, Harold A.; Storrow, Rebecca

doi:10.4324/9781315648330-17

Cited by 1 publication

(1 citation statement)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A lack of cultural competency can lead to direct and indirect costs. Direct costs of cultural conflicts are linked to identifying healthcare providers involved in the conflicts, facilitating and attending meetings to respond to the conflicts, appearing in court for discrimination lawsuits, and hiring and maintaining legal consultants (Georgakopoulos et al, 2017). Indirect costs relating to staffing issues, specifically turnover and absenteeism, can be traced to job dissatisfaction that results from cultural conflict (Wynia and Bedzow, 2019).…”

Section: Costmentioning

confidence: 99%

Hospital Cultural Competency Leadership and Training is Associated with Better Financial Performance

Upadhyay¹,

Weech‐Maldonado²,

Opoku-Agyeman

2022

Journal of Healthcare Management

View full text Add to dashboard Cite

Goal: An organization's cultural competency reflects its ongoing capacity to provide high-quality, equitable, safe, and patient-centered care. Cultural competency leadership and training (CCLT) influences organizational cultural competency, which could affect organizational performance. Policies regarding health disparities point to the need for hospitals to become culturally competent. This study aimed to explore if CCLT practices are associated with better financial performance.Methods: Using secondary data from three sources-the American Hospital Association Annual Survey, the Health Care Cost Information System, and the Area Health Resource File-a longitudinal panel study design reviewed 3,594 hospital-year observations for acute care hospitals across the United States from 2011 to 2012. CCLT, the independent variable, was measured as a summated scale of strategy, execution, implementation, and training in diversity practices. For financial performance, the operating and total margins of hospitals were measured as dependent variables. Two random-effects regression models with year-and state-fixed effects were used to examine the relationship, with hospital being the unit of analysis.Principal Findings: The descriptive statistics showed that hospitals had an average CCLT score of approximately 2 (the range was 0-4). Regression analysis indicated that an increase in the CCLT score was associated with a 0.3% and 0.4% increase in total and operating margins, respectively (p < .05). Also, with each 10 additional staffed beds, hospitals on average experienced a 0.1% increase in both total and operating margins. Overall, for-profit hospitals experienced a 2.4% higher total margin and a 4.9% higher operating margin, as compared to

show abstract

Section: Costmentioning

confidence: 99%