Use of comparative performance indicators in rehabilitation

Zidarov, Diana; Poissant, Lise; Sicotte, Claude

doi:10.1097/hmr.0000000000000099

Cited by 4 publications

(10 citation statements)

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“…First, setting up and maintaining a PMS require substantial human, technological, and financial resources, and health care organizations might assign lower priority to PMSs when faced with resource constraints if it is not clear what the added value of such a system would be (cf. Zidarov, Poissant, & Sicotte, 2017 ). Second, given the delicate setting and the potential impact of negative effects on hospital outcomes such as quality of care, it is of paramount importance to understand the relations among different types of PMS use and key hospital outcomes.…”

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confidence: 99%

“…In this article, we extend the line of research that studies the use of PMSs in the public sector by exploring how different PMS uses by hospital managers relate to various hospital outcomes, such as process quality (PQ) and operational performance (OP). By doing so, we respond to a recent call by Zidarov et al (2017 , p. 149), who stated that “[f]uture studies are needed to evaluate the real impact of the use of such performance indicators by health organizations on the quality of care.” Our findings indicate that PMS use may lead to positive outcomes for hospitals, if used in an appropriate manner, which matches the specific purpose. We find that an operational use of the PMS (e.g., for operational planning, budgeting and monitoring) is associated with increased OP but also with lower degrees of patient-oriented care (POC).…”

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Do different uses of performance measurement systems in hospitals yield different outcomes?

Elten

Kolk

Sülz

2019

Health Care Manage Rev

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Background Inspired by the new public management movement, many public sector organizations have implemented business-like performance measurement systems (PMSs) in an effort to improve organizational efficiency and effectiveness. However, a large stream of the accounting literature has remained critical of the use of performance measures in the public sector because of the inherent difficulty in measuring output and the potential adverse effects of performance measurement. Although we acknowledge that PMSs may indeed sometimes yield adverse effects, we highlight in this study that the effects of PMSs depend on the way in which they are used. Purpose The aim of this study was to investigate various uses of PMSs among hospital managers and their effects on hospital outcomes, including process quality, degree of patient-oriented care, operational performance, and work culture. Methodology We use a survey sent to 432 Dutch hospital managers (19.2% response rate, 83 usable responses). For our main variables, we rely on previously validated constructs where possible, and we conduct ordinary least squares regressions to explore the relation between PMS use and hospital outcomes. Results We find that the way in which PMSs are used is associated with hospital outcomes. An exploratory use of PMS has a positive association with patient-oriented care and collective work culture. Furthermore, the operational use of PMSs is positively related to operational performance but negatively related to patient-oriented care. There is no single best PMS use that positively affects all performance dimensions. Practice Implications The way in which managers use PMSs is related to hospital outcomes. Therefore, hospital managers should critically reflect on how they use PMSs and whether their type of use is in line with the desired hospital outcomes.

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confidence: 99%

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confidence: 99%

Do different uses of performance measurement systems in hospitals yield different outcomes?

Elten

Kolk

Sülz

2019

Health Care Manage Rev

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“…When it comes to the use of PM for improvements, it seems that a choice must be made between using the PM to develop and improve the local operations or using it for comparability on a macro-level (Johnsson et al , 2021; Zidarov et al , 2017). For example, Johnsson et al (2021) showed that models of working with quality and continuous improvements in performance resulted in improvements on a local level, but when used for benchmarking between organisations, the results instead emphasised the lack of flexibility in the models and difficulties in using them for improvements.…”

Section: Theoretical Frame Of Referencementioning

confidence: 99%

Public value accounting and the use of performance measurements as a management tool in a context of various assessments

Höglund

Mårtensson

Nylinder

2023

JAOC

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Purpose The purpose of this paper is to conceptualise our understanding of public value accounting (PVA) by studying the use and usefulness of performance measurements (PM) as a management tool. The authors do this from a perspective in which they address the complexity of various (sometimes conflicting) assessments of performance measurement and management (PMM) by different stakeholders. Design/methodology/approach An interpretative case study using qualitative methods. The paper is based on 30 interviews conducted in 2018 and 2019 with respondents working with PMM at different levels, such as politicians, officials and health-care professionals. The study context was Region Stockholm (RS) in Sweden and its health-care division. Findings PMs become an instrumental tool for PMM, which led to output being promoted above outcome. The authors show that there is a conceptual shortcoming in the discussion of PVA, as the effort needed to achieve outcome-based information might exceed the ability of an organisation to deliver it. The authors address the importance of studying the interaction among different stakeholders, including politicians, the public and media, in research on PVA, as well as possible power relationships among stakeholders. Originality/value The authors contribute to the growing research on PVA and its call for more empirical research by offering a more nuanced interpretation of PVA activities. The authors do this by studying PMM and the nature of these activities in a public sector organisation from a multiple-stakeholder perspective.

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“…Finally, a common unintended consequence of performance measurement misuse in healthcare is associated with the increased friction between physicians and managers, which the design of such a tool can lessen by promoting horizontal communication and collaboration at different organization levels [15]. In this regard, the development of performance indicators is a powerful tool to promote organizational learning and improve the internal climate and interorganizational collaboration, as shown by the study of Zidarov et al [16] in the field of rehabilitation in Quebec, Canada. Many studies have also viewed performance indicators as important mechanisms for carrying out benchmarking exercises in order to improve healthcare quality and efficiency [17].…”

Section: Developing Performance Measurement Systems In Healthcare Andmentioning

confidence: 99%

A methodology to design a performance management system in preventive care

Rotondo

Giovanelli

Fadda

et al. 2018

BMC Health Serv Res

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BackgroundPreventive care has gained increasing attention in health reforms around the world due to its ability to reduce the burden of disease and to save health costs. Nevertheless, there is a gap in terms of the development of reliable systems to measure and evaluate performance of preventive care in order to support decision-making and increase service outcomes. The aim of this study is to define a methodology for designing a performance management system (PMS) in order to effectively support the planning, control and evaluation of preventive care and to identify the factors that influence such a process.MethodsThe methodology is based on the participatory action research approach, which implies collaboration between researchers and practitioners. The study was articulated in four phases and carried out in an Italian regional healthcare system that was undergoing a major reorganization process.ResultsThe findings provide insights into the peculiarities that affect preventive care and highlight two categories of critical factors: general issues regarding the process and specific issues regarding preventive care. The first category includes the importance of interactions between academics, physicians and policy-makers, the impact of workloads and red tape on employee involvement and the increased conservation mechanisms during periods of institutional change. The second category concerns the strong heterogeneity of preventive activities within health organizations, the huge amount of regulations and the incompleteness of information systems.ConclusionThe development of a PMS for preventive care can best be served by collaborative methods that involve academics, professionals and policy-makers, whose roles and responsibilities must be clearly defined, and by an improvement in transparency and communication within organizations in order to enhance the involvement of different professionals at appropriate times and in appropriate ways. Key recommendations that may improve the maintenance and use of information systems are proposed to policy-makers.Electronic supplementary materialThe online version of this article (10.1186/s12913-018-3837-8) contains supplementary material, which is available to authorized users.

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Use of comparative performance indicators in rehabilitation

Abstract: Our results showed that use of performance indicators can support the initiation of projects for improving the quality of care. Key recommendations are proposed to decision makers that may enhance performance indicators' use.

Cited by 4 publications

References 25 publications

Do different uses of performance measurement systems in hospitals yield different outcomes?

Do different uses of performance measurement systems in hospitals yield different outcomes?

Public value accounting and the use of performance measurements as a management tool in a context of various assessments

A methodology to design a performance management system in preventive care

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