Safety climate strength: a promising construct for safety research and practice

Vogus, Timothy J.

doi:10.1136/bmjqs-2015-004847

Cited by 23 publications

(31 citation statements)

References 28 publications

(35 reference statements)

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“…Healthcare widely recognises the importance of safety culture (and its surface manifestation in safety climate) 21 22. Yet, there is often confusion about how these are shaped.…”

Section: Social-relational Foundations Of High Reliabilitymentioning

confidence: 99%

“…Culture works unobtrusively by controlling people's decision premises—that is, their expectations about the consequences of particular behaviours (eg, risk-taking, procedure violation or unsafe behaviours, such as bypassing hand washing or reporting of errors) 13 16. Safety culture leads to increased safety by fostering, with minimal surveillance, an efficient and reliable workforce sensitised to safety issues 21 22…”

Section: Social-relational Foundations Of High Reliabilitymentioning

confidence: 99%

“…Though we speak of organisational culture as a single construct, organisational cultures are rarely harmonious, integrated and shared; rather they are differentiated and fragmented with multiple subcultures 21. And, these subcultures are often more potent in guiding people's behaviour.…”

Section: Social-relational Foundations Of High Reliabilitymentioning

confidence: 99%

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Re-examining high reliability: actively organising for safety

2016

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“…Healthcare widely recognises the importance of safety culture (and its surface manifestation in safety climate) 21 22. Yet, there is often confusion about how these are shaped.…”

Section: Social-relational Foundations Of High Reliabilitymentioning

confidence: 99%

Section: Social-relational Foundations Of High Reliabilitymentioning

confidence: 99%

See 1 more Smart Citation

Re-examining high reliability: actively organising for safety

2016

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“…[8] Vogus claims that there is not one single safety climate and that safety climate may promote rivalry and conflict between professions instead of harmony and integration. [9] Vogus further states that perspective related to safety climate may be based on differentiation (between professions, departments, hierarchies, etc.) or fragmentation, in which culture is unclear and ambiguous.…”

Section: Introductionmentioning

confidence: 99%

“…or fragmentation, in which culture is unclear and ambiguous. [9] Given how previous research found differences between clinical staff and manager perceptions of safety culture, the purpose of this study is to examine whether those differences are related to customer satisfaction scores in a nationally representative sample of US hospitals. Specifically, we examine the agreement between the clinical staff members' and managers' perspectives on communication openness, teamwork between and within units and the associations with patients' overall rating of the hospital and willingness to recommend a hospital.…”

Section: Introductionmentioning

confidence: 99%

Examination of the relationship between management and clinician agreement on communication openness, teamwork, and patient satisfaction in the US hospitals

Mazurenko

Richter

Swanson-Kazley

et al. 2016

JHA

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Background: Patient satisfaction has always been an area of focus for hospitals, but gained particular importance due to the changes in the Centers for Medicare and Medicaid reimbursement policies. Hospital managers and clinicians interact with patients in different ways and have different perspectives on safety culture, yet little is known about how that impacts patient satisfaction. Objective: To examine how the agreement between clinicians and management perspectives on patient safety culture is related to patient satisfaction by employing cross-sectional design with linear regressions. Methods: Two data sets were used: 2012 Hospital Survey on Patient Safety Culture and 2012 Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). The dependent variables were: overall rating of the hospital experience and willingness to recommend a hospital. The independent variables were four safety culture domains: communication openness, feedback, and communication about errors, teamwork within units, and teamwork between units. Results: The results suggest that manager and clinician agreement on high levels of communication openness, feedback and communication about errors, teamwork between units, and teamwork across units were positively and significantly associated with overall patient satisfaction and willingness to recommend. Additionally, more favorable perceptions about patient safety culture by only clinicians yielded similar findings. Conclusions: For policymakers, measuring managers and clinicians' perceptions on patient safety culture may provide a valuable indicator of patient satisfaction throughout the country. While managers are more likely to have the power to devote resources to patient safety initiatives, they may not adequately judge culture in their unit and should take into account the perspectives of clinicians who have a more frontline perspective.

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