Performance of First-Line Management Functions on Productivity of Hospital Unit Personnel

Fox, Richard T.; Fox, Dorothy H.; Wells, Pamela J.

doi:10.1097/00005110-199909000-00005

Cited by 18 publications

(31 citation statements)

References 11 publications

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“…clinical directorate managers and unit nurse managers). The settings of the study were mostly trust or hospital-wide; a few articles were set in specific settings or contexts: elderly care,40 evidence-based medicine,41 staff productivity,42 clinical risk management43 and hospital-acquired infection prevention 44. Two studies involved specific interventions,45 46 and 7 studies concentrated specifically on QI rather than quality and safety oversight or routine 35…”

Section: Resultsmentioning

confidence: 99%

“…However, few reported financial goals as more important than quality and safety goals,32 and health system Boards only spent slightly more time on financial issues than quality 51. Frontline managers also placed less importance and time on QI,42 identified as the least discussed topic by clinical managers 52…”

Section: Resultsmentioning

confidence: 99%

“…38 40 49 Conversely, 6 articles suggest that managers’ involvement (from the Board, middle and frontline) has little, no or a negative influence on quality and safety 3538 41 42 44 49 Practices that showed no significant association with quality measures included Board's participation in physician credentialing 3538 Another noted that if other champion leaders are present, management leadership was not deemed necessary 44.…”

Section: Resultsmentioning

confidence: 99%

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The role of hospital managers in quality and patient safety: a systematic review

et al. 2014

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ObjectivesTo review the empirical literature to identify the activities, time spent and engagement of hospital managers in quality of care.DesignA systematic review of the literature.MethodsA search was carried out on the databases MEDLINE, PSYCHINFO, EMBASE, HMIC. The search strategy covered three facets: management, quality of care and the hospital setting comprising medical subject headings and key terms. Reviewers screened 15 447 titles/abstracts and 423 full texts were checked against inclusion criteria. Data extraction and quality assessment were performed on 19 included articles.ResultsThe majority of studies were set in the USA and investigated Board/senior level management. The most common research designs were interviews and surveys on the perceptions of managerial quality and safety practices. Managerial activities comprised strategy, culture and data-centred activities, such as driving improvement culture and promotion of quality, strategy/goal setting and providing feedback. Significant positive associations with quality included compensation attached to quality, using quality improvement measures and having a Board quality committee. However, there is an inconsistency and inadequate employment of these conditions and actions across the sample hospitals.ConclusionsThere is some evidence that managers’ time spent and work can influence quality and safety clinical outcomes, processes and performance. However, there is a dearth of empirical studies, further weakened by a lack of objective outcome measures and little examination of actual actions undertaken. We present a model to summarise the conditions and activities that affect quality performance.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

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The role of hospital managers in quality and patient safety: a systematic review

et al. 2014

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“…Leadership style has a dramatic effect on staff motivation for productivity [33], stress, job satisfaction and workforce retention [34]. Leaders who inspire and empower others are more likely to model values and ethics that are congruent with their personal manner and professional practice [24,35-37] and be aligned with the organisational values and expectations they transmit [25,38,39].…”

Section: Resultsmentioning

confidence: 99%

Policy options to improve leadership of middle managers in the Australian residential aged care setting: a narrative synthesis

Jeon

Glasgow

Merlyn

et al. 2010

BMC Health Serv Res

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BackgroundThe prevalence of both chronic diseases and multi-morbidity increases with longer life spans. As Australia's population ages, the aged care sector is under increasing pressure to ensure that quality aged care is available. Key to responding to this pressure is leadership and management capability within the aged care workforce. A systematic literature review was conducted to inform the policy development necessary for the enhancement of clinical and managerial leadership skills of middle managers within residential aged care.MethodsUsing scientific journal databases, hand searching of specialist journals, Google, snowballing and suggestions from experts, 4,484 papers were found. After a seven-tiered culling process, we conducted a detailed review (narrative synthesis) of 153 papers relevant to leadership and management development in aged care, incorporating expert and key stakeholder consultations.Results• Positive staff experiences of a manager's leadership are critical to ensure job satisfaction and workforce retention, the provision of quality care and the well-being of care recipients, and potentially a reduction of associated costs.• The essential attributes of good leadership for aged care middle management are a hands-on accessibility and professional expertise in nurturing respect, recognition and team building, along with effective communication and flexibility. However, successful leadership and management outcomes depend on coherent and good organisational leadership (structural and psychological empowerment).• There is inadequate preparation for middle management leadership roles in the aged care sector and a lack of clear guidelines and key performance indicators to assess leadership and management skills.• Theory development in aged care leadership and management research is limited. A few effective generic clinical leadership programs targeting both clinical and managerial leaders exist. However, little is known regarding how appropriate and effective they are for the aged care sector.ConclusionsThere is an urgent need for a national strategy that promotes a common approach to aged care leadership and management development, one that is sector-appropriate and congruent with the philosophy of person-centred care now predominant in the sector. The onus is on aged care industries as a whole and various levels of Government to make a concerted effort to establish relevant regulation, legislation and funding.

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“…Raises, bonuses, and promotions can be used to entice workers to increase their productivity, while various punishments can be used to deter employee shirking. Empirical evidence that supervisor transactional activities can increase worker productivity have also been demonstrated in factory environments (Bass 1997;Wagner 1981) and hospital settings (Fox et al 1999). The policing research has also suggested that field supervisors influence officers' behavior.…”

Section: Literature Reviewmentioning

confidence: 96%

Officer Attitudes and Management Influences on Police Work Productivity

Johnson

2010

Am J Crim Just

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Police officers are afforded a high degree of discretion in the exercise of their authority, and the control of this discretion is an important issue. While it is assumed that individual officer attitudes and preferences shape their discretionary activity, these officers are also members of a paramilitary organization with leaders appointed over them. The present study explored the influence of both officer attitudes and supervisor influences to explain variation in officer traffic citation issuing rates. Hierarchical linear modeling was used with a sample of 312 patrol officers and 60 supervisors from 21 municipal police agencies. The results revealed that both officer occupational attitudes and supervisor influences (through informal rewards and behavior modeling) significantly influenced the degree to which officers issued traffic citations. The findings emphasize the need for both the supervision of officers and the shaping of officer attitudes in the control of officer discretion.

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Performance of First-Line Management Functions on Productivity of Hospital Unit Personnel

Cited by 18 publications

References 11 publications

The role of hospital managers in quality and patient safety: a systematic review

The role of hospital managers in quality and patient safety: a systematic review

Policy options to improve leadership of middle managers in the Australian residential aged care setting: a narrative synthesis

Officer Attitudes and Management Influences on Police Work Productivity

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