Perinatal Patient Safety From the Perspective of Nurse Executives: A Round Table Discussion

Thorman, Kathleen E.; Capitulo, Kathleen Leask; Dubow, Janis; Hanold, Kathleen; Noonan, Melinda Dunham; Wehmeyer, Julie

doi:10.1111/j.1552-6909.2006.00058.x

Cited by 5 publications

(2 citation statements)

References 10 publications

(8 reference statements)

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“… 18–21 Others highlight the literature focus on the difficulties of the managers’ role and the negative results of poor leadership on quality improvement (QI) rather than considering actions that managers presently undertake on quality and safety. 22 23 Consequently, little is known about what healthcare managers are doing in practice to ensure and improve quality of care and patient safety, how much time they spend on this, and what research-based guidance is available for managers in order for them to decide on appropriate areas to become involved. Due perhaps to the broad nature of the topic, scientific studies exploring these acts and their impact are likely to be a methodological challenge, although a systematic review of the evidence on this subject is notably absent.…”

Section: Introductionmentioning

confidence: 99%

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: Introductionmentioning

confidence: 99%

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

et al. 2014

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“…The decision to adopt an EMR is a key part of information technology (IT) strategic planning. To ensure maximum contributions of key IT resources in achieving organizational goals, IT must be aligned with overall organizational strategies and priorities and take into consideration external environment variables (Glaser, ; Hoyt, ; Thorman et al., ).…”

Section: Project Startupmentioning

confidence: 99%