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Journal articles on the topic 'Quality of health performance'

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Published: 10 March 2023

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1

Alrashedi, Omar Mohammed A., Adil Mohammad Almaqati, Majed abdulaziz bin hassan, Khaled eid alotaibi, Saad Abdulazez Alabodi, Thamer Dawas Aldajani, Meshal Suwailem Alotaibi, Nasser Ali Al Abdullah, and Mustafa Saleh Mohammad Alsaad. "A Measurement of the Quality of Health Care Based on Its Performance." International Journal Of Pharmaceutical And Bio-Medical Science 02, no. 12 (December 16, 2022): 639–45. http://dx.doi.org/10.47191/ijpbms/v2-i12-10.

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Background: In recent years, the healthcare system has undergone rapid transformation. Nonetheless, a recent Quality and Patient Safety Report highlighted declining levels of patient safety and quality culture among healthcare professionals. This highlights the importance of assessing care quality and patient safety from the perspectives of both patients and healthcare professionals. Objectives: The purpose of this study was to investigate (1) patients' and healthcare professionals' perspectives on overall quality of care and patient safety standards at two tertiary hospitals, as well as (2) which demographic characteristics are related to overall quality of care and patient safety. Methods: A cross-sectional research design was used. The Revised Humane Caring Scale and the Healthcare Professional Core Competency Instrument were used to collect data on two items: overall quality of care and patient safety. Questionnaires were distributed to (1) patients (n = 600) and (2) healthcare professionals (nurses and physicians) (n = 246) in three departments (medical, surgical, and obstetrics and gynecology) at two tertiary hospitals between the end of 2018 and the beginning of 2019. The data was analyzed using descriptive statistics and binary logistic regression. Results: The questionnaires were completed by 367 patients and 140 healthcare professionals, representing response rates of 61.2% and 56.9%, respectively. Overall, healthcare professionals rated quality of care (M = 4.36; SD = 0.720) and patient safety (M = 4.39; SD = 0.675) slightly higher than patients (M = 4.23; SD = 0.706), (M = 4.22; SD = 0.709). The study found a link between hospital variables and overall quality of care (OR = 0.095; 95% CI = 0.016-0.551; p = 0.009) and patient safety (OR = 0.153; 95% CI = 0.027-0.854; p = 0.032) among healthcare professionals. Furthermore, an association was discovered between the admission/work area and the participants' perspectives on the quality of care (patients, OR = 0.257; 95% CI = 0.072-0.916; p = 0.036; professionals, OR = 0.093; 95% CI = 0.009-0.959; p = 0.046). Conclusions: Patients and healthcare professionals both rated the quality of care and patient safety as excellent, with only minor differences indicating a high level of patient satisfaction and competent healthcare delivery professionals. Such perspectives can offer valuable and complementary insights into how to improve the overall standards of healthcare delivery systems.
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Voss, Andreas, Sigfrido Rangel-Frausto, and Jan Kluytmans. "Clinical Performance and Quality Health Care." Infection Control & Hospital Epidemiology 20, no. 10 (October 1999): 712. http://dx.doi.org/10.1017/s0195941700073422.

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Lenaway, Dennis, Liza C. Corso, Sharunda Buchanan, Craig Thomas, and Rex Astles. "Quality Improvement and Performance." Journal of Public Health Management and Practice 16, no. 1 (January 2010): 11–13. http://dx.doi.org/10.1097/phh.0b013e3181c115ee.

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Harkey, John, and Robert Vraciu. "Quality of health care and financial performance." Health Care Management Review 17, no. 4 (1992): 55–64. http://dx.doi.org/10.1097/00004010-199217040-00006.

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Bennett, Addison C., and Sam J. Tibbits. "Maximizing Quality Performance in Health Care Facilities." Journal For Healthcare Quality 12, no. 4 (September 1990): 31. http://dx.doi.org/10.1097/01445442-199009000-00014.

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Shi, Leiyu, Lydie A. Lebrun, Jinsheng Zhu, Arthur S. Hayashi, Ravi Sharma, Charles A. Daly, Alek Sripipatana, and Quyen Ngo‐Metzger. "Clinical Quality Performance in U.S. Health Centers." Health Services Research 47, no. 6 (May 17, 2012): 2225–49. http://dx.doi.org/10.1111/j.1475-6773.2012.01418.x.

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Ali, Basel J. A. "Information Quality and Data Quality in Accounting Information System: Implications on the Organization Performance." International Journal of Psychosocial Rehabilitation 24, no. 5 (April 20, 2020): 3258–69. http://dx.doi.org/10.37200/ijpr/v24i5/pr202034.

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Flayyih, Bahaa Hayder. "Governance and its Impact on Quality Performance in Iraqi Faculties of Physical Education and Sports Sciences Governance and its Impact on Quality Performance." International Journal of Psychosocial Rehabilitation 24, no. 4 (April 30, 2020): 5678–87. http://dx.doi.org/10.37200/ijpr/v24i4/pr2020372.

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Roohan, Patrick J., Foster Gesten, Beverly Pasley, and Anne M. Schettine. "The Quality Performance Matrix." Quality Management in Health Care 10, no. 2 (2002): 39–46. http://dx.doi.org/10.1097/00019514-200210020-00008.

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Izadi, Azar, Younes Jahani, Sima Rafiei, Ali Masoud, and Leila Vali. "Evaluating health service quality: using importance performance analysis." International Journal of Health Care Quality Assurance 30, no. 7 (August 14, 2017): 656–63. http://dx.doi.org/10.1108/ijhcqa-02-2017-0030.

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Purpose Measuring healthcare service quality provides an objective guide for managers and policy makers to improve their services and patient satisfaction. Consequently, the purpose of this paper is to measure service quality provided to surgical and medical inpatients at Kerman Medical Sciences University (KUMS) in 2015. Design/methodology/approach A descriptive-analytic study, using a cross-sectional method in the KUMS training hospitals, was implemented between October 2 and March 15, 2015. Using stratified random sampling, 268 patients were selected. Data were collected using an importance-performance analysis (IPA) questionnaire, which measures current performance and determines each item’s importance from the patients’ perspectives. These data indicate overall satisfaction and appropriate practical strategies for managers to plan accordingly. Findings Findings revealed a significant gap between service importance and performance. From the patients’ viewpoint, tangibility was the highest priority (mean=3.54), while reliability was given the highest performance (mean=3.02). The least important and lowest performance level was social accountability (mean=1.91 and 1.98, respectively). Practical implications Healthcare managers should focus on patient viewpoints and apply patient comments to solve problems, improve service quality and patient satisfaction. Originality/value The authors applied an IPA questionnaire to measure service quality provided to surgical and medical ward patients. This method identifies and corrects service quality shortcomings and improving service recipient perceptions.
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Zvenyach, Tracy, and Matthew K. Pickering. "Health Care Quality: Measuring Obesity in Performance Frameworks." Obesity 25, no. 8 (June 24, 2017): 1305–12. http://dx.doi.org/10.1002/oby.21884.

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Weiner, Bryan J., Jeffrey A. Alexander, Stephen M. Shortell, Laurence C. Baker, Mark Becker, and Jeffrey J. Geppert. "Quality Improvement Implementation and Hospital Performance on Quality Indicators." Health Services Research 41, no. 2 (April 2006): 307–34. http://dx.doi.org/10.1111/j.1475-6773.2005.00483.x.

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Darmawan, Didit. "The Quality of Human Resources, Job Performance and Employee Loyalty." International Journal of Psychosocial Rehabilitation 24, no. 3 (March 30, 2020): 2580–92. http://dx.doi.org/10.37200/ijpr/v24i3/pr201903.

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Alkhaldi, Rasha Zuhair, and Ayman Bahjat Abdallah. "Lean management and operational performance in health care." International Journal of Productivity and Performance Management 69, no. 1 (August 30, 2019): 1–21. http://dx.doi.org/10.1108/ijppm-09-2018-0342.

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Purpose The purpose of this paper is to examine the impact of lean management (LM) on operational performance (OP) in the context of health care in Jordanian private hospitals. LM is measured using four bundles: total quality management (TQM), human resource management (HRM), just-in-time system (JIT) and total productive maintenance (TPM). The study also investigates the effects of OP dimensions on hospitals’ business performance (BP). Design/methodology/approach The study is based on survey data collected from 260 respondents from 25 private hospitals in Jordan. Validity and reliability analyses were performed using SPSS and Amos, and the study hypotheses were tested using structural equation modeling. Findings The study found that the TQM bundle affects quality performance positively, but does not affect efficiency and accessibility performances, while the HRM bundle positively affects all OP dimensions. Furthermore, the JIT bundle positively contributes to both efficiency and accessibility performances, while the TPM bundle positively influences quality and accessibility performances. Moreover, the results have demonstrated that OP dimensions of quality and accessibility significantly and positively affect hospitals’ BP. Originality/value This study is one of the first to adapt the four lean bundles popularized in the manufacturing sector and apply them in a health-care context. It examines the effects of the four lean bundles on hospitals’ OP in terms of efficiency, quality and accessibility. In addition, the study demonstrates the role of OP dimensions in improving private hospitals’ BP.
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Florence, Michelle D., Mark Asbridge, and Paul J. Veugelers. "Diet Quality and Academic Performance." Journal of School Health 78, no. 4 (April 2008): 209–15. http://dx.doi.org/10.1111/j.1746-1561.2008.00288.x.

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Hall, Judith A., R. Heather Palmer, E. John Orav, J. Lee Hargraves, Elizabeth A. Wright, and Thomas A. Louis. "Performance Quality, Gender, and Professional Role." Medical Care 28, no. 6 (June 1990): 489–501. http://dx.doi.org/10.1097/00005650-199006000-00002.

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Bradley, Elizabeth H., Jeph Herrin, Jennifer A. Mattera, Eric S. Holmboe, Yongfei Wang, Paul Frederick, Sarah A. Roumanis, Martha J. Radford, and Harlan M. Krumholz. "Quality Improvement Efforts and Hospital Performance." Medical Care 43, no. 3 (March 2005): 282–92. http://dx.doi.org/10.1097/00005650-200503000-00011.

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Zaadoud, Brahim. "The performance measurement of the primary health care quality." International Journal of Integrated Care 19, no. 4 (August 8, 2019): 268. http://dx.doi.org/10.5334/ijic.s3268.

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Kohnen, James. "Transformative Quality: The Emerging Revolution in Health Care Performance." Quality Management Journal 17, no. 2 (January 2010): 70–71. http://dx.doi.org/10.1080/10686967.2010.11918274.

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Kelly, John T. "Evaluating Quality Performance in Alternate Health Care Delivery Systems." JAMA 271, no. 20 (May 25, 1994): 1620. http://dx.doi.org/10.1001/jama.1994.03510440080038.

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Kumari, Dr Gajanethi Swathi. "Determinants of Quality of Work Life – A win‐win Paradigm for Quality of Work Life and Business Performance." International Journal of Psychosocial Rehabilitation 23, no. 1 (February 20, 2019): 426–40. http://dx.doi.org/10.37200/ijpr/v23i1/pr190255.

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Harting, Janneke, Patricia van Assema, Henk T. van der Molen, Ton Ambergen, and Nanne K. de Vries. "Quality assessment of health counseling: performance of health advisors in cardiovascular prevention." Patient Education and Counseling 54, no. 1 (July 2004): 107–18. http://dx.doi.org/10.1016/s0738-3991(03)00194-0.

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Turnock, Bernard J. "Can Public Health Performance Standards Improve the Quality of Public Health Practice?" Journal of Public Health Management and Practice 6, no. 5 (2000): 19–25. http://dx.doi.org/10.1097/00124784-200006050-00004.

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Zraly, Z., B. Pisarikova, M. Trckova, I. Herzig, M. Juzl, and J. Simeonovova. "The effect of white lupine on the performance, health, carcass characteristics and meat quality of market pigs." Veterinární Medicína 52, No. 1 (January 7, 2008): 29–41. http://dx.doi.org/10.17221/2008-vetmed.

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The purpose of the present study was to assess the effect of diets for market pigs with 20% inclusion of lupine seeds, cv. Amiga, on the performance, health status, carcass characteristics, fatty acids (FA) profile of meat lipids and nutritional and sensory parameters of meat. Another purpose was to increase the nutritional value of a cereal-lupine diet (E1) by supplementation with lysine, methionine, threonine (E2) or fat (E3) and to perform a comparison with control diets containing animal protein (C1) or soy (C2). The experiments were performed on 50 pigs (50% males, 50% females) with initial body weights of 35.6 &plusmn; 2.2 kg, fed isonitrogenic and isoenergetic diets partly <i>ad libitum</i> for 90 days. Feed intake was not adversely affected by lupine inclusion. The daily body weight gain (BWG) was significantly higher (<i>P</i> < 0.05) in group E3 in comparison with the cereal-lupine diet group (E1) and the other groups by 12.6 to 15.9% during the initial 30 days of experiment. The highest BWG (0.88 &plusmn; 0.07 kg/kg) during the entire experimental period was obtained with the fat containing diet (E3); that was non-significantly higher by 2.3 to 10.0% in comparison with the other diets. The feed conversion rate was reduced in groups E3 and E2 (2.55 and 2.58 kg/kg BWG) by 3.1 to 7.6% in comparison with groups C1, C2 and E1. No adverse effect of the lupine containing diet was observed on the carcass characteristics or the nutritional quality of the meat. Optimum content of linolenic acid in lupine seeds had a favourable effect on n-6/n-3 polyunsaturated FA ratio in meat lipids of group E3 in comparison with groups C1 and E1 (<i>P</i> < 0.05). By sensory meat analysis, significantly better characteristics were found for texture, juiciness (<i>P</i> < 0.01, <i>P</i> < 0.05) and taste in E3 in comparison with groups C1, C2 and E1. The obtained results indicate that animal and soy protein may be replaced with lupine, tested in the present study, in case a diet is supplemented with amino acids and fat.
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Williamson, John. "Editorial: Quality of Current Diagnostic Performance—Our Most Serious Health Care Quality Problem?" American Journal of Medical Quality 9, no. 4 (December 1994): 145–48. http://dx.doi.org/10.1177/0885713x9400900402.

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Rosenthal, Gary E., Patricia J. Hammar, Lynne E. Way, Sally A. Shipley, Diana Doner, Barbara Wojtala, Judith Miller, and Dwain L. Harper. "Using Hospital Performance Data in Quality Improvement: The Cleveland Health Quality Choice Experience." Joint Commission Journal on Quality Improvement 24, no. 7 (July 1998): 347–60. http://dx.doi.org/10.1016/s1070-3241(16)30386-8.

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Thompson, Cheryl A. "Quality, performance recognized with Baldrige award." American Journal of Health-System Pharmacy 61, no. 9 (May 1, 2004): 876. http://dx.doi.org/10.1093/ajhp/61.9.876.

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Mato, Lugkana, Jintanaporn Wattanathorn, Supaporn Muchimapura, Terdthai Tongun, Nawanant Piyawatkul, Kwanchanok Yimtae, Panida Thanawirattananit, and Bungorn Sripanidkulchai. "Centella asiaticaImproves Physical Performance and Health-Related Quality of Life in Healthy Elderly Volunteer." Evidence-Based Complementary and Alternative Medicine 2011 (2011): 1–7. http://dx.doi.org/10.1093/ecam/nep177.

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Recently, oxidative stress has been reported to contribute an important role in the decline of physical function as age advances. Numerous antioxidants can improve both physical and psychological performances resulting in the increase of health-related quality of life (HQOL). Therefore, we hypothesized thatCentella asiatica, a medicinal plant reputed for nerve tonic, strength improvement and antioxidant activity, could improve the physical performance and HQOL especially in the physical satisfaction aspect, of the healthy elderly volunteer. To test this hypothesis, a double-blind, placebo-controlled, randomized trial was performed. Eighty healthy elderly were randomly assigned to receive placebo or standardized extract ofC. asiaticaat doses of 250, 500 and 750 mg once daily for 90 days. The subjects were evaluated to establish baseline data of physical performance using 30-s chair stand test, hand grip test and 6-min walk test. The health-related quality of life was assessed using SF-36. These assessments were repeated every month throughout the 3-month experimental period using the aforementioned parameters. Moreover, 1 month after the cessation ofC. asiaticatreatment, all subjects were also evaluated using these parameters again. The results showed that after 2 months of treatment,C. asiaticaat doses of 500 and 750 mg per day increased lower extremity strength assessed via the 30-s chair stand test. In addition, the higher doses ofC. asiaticacould improve the life satisfaction subscale within the physical function subscale. Therefore, the results from this study appear to support the traditional reputation ofC. asiaticaon strength improvement, especially in the lower extremities of the elderly.C. asiaticaalso possesses the potential to be a natural resource for vigor and strength increase, in healthy elderly persons. However, further research is essential.
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Vetter, N. "Quality of care and performance indicators." Journal of Public Health 26, no. 4 (December 1, 2004): 323–24. http://dx.doi.org/10.1093/pubmed/fdh184.

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Sahel, Amina, Abdelali Alaoui Belghiti, Vincent DeBrouwere, Filomena Valente Soares, Guy Kegels, Nejoua Belkaab, Isabelle Godin, Sabine Ablefoni, Anselm Schneider, and Bruno Dujardin. "A systemic approach to quality improvement in public health services." Leadership in Health Services 28, no. 1 (February 2, 2015): 8–23. http://dx.doi.org/10.1108/lhs-07-2013-0033.

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Purpose – The purpose of this paper is to discuss the results of the first four years of implementation of a quality program called “Quality Contest” (QC). This program was implemented from 2007 onward to improve the quality of hospital services by the Moroccan Ministry of Health. The peculiarity of this intervention, held every 18 months, is that it combines several approaches (self-evaluation, external audits with feedback, hospital ranking, awards and performance disclosure) and focuses on the quality of management. Design/methodology/approach – The assessment tool used to evaluate the quality of hospital management consists of 80 items. In each contest, a score is attributed to each item based on the score given for self-evaluation and the score given by external auditors. The sum of these scores allows the global performance score of the hospital to be obtained. To compare the performances over time and among hospitals, Wilcoxon signed-rank, Wilcoxon–Mann–Whitney and Kruskal–Wallis statistical tests were used. Findings – The results of the QC organized between 2007 and 2010 revealed that the hospitals participating in all the three contests had significantly improved their performance levels in terms of the quality of management. There was also a significant association between the number of times hospitals participated in the QC and the performance scores attained. Originality/value – The paper reports an original quality improvement approach in a developing country that succeeded in triggering sustainable improvement dynamics by combining support (feedback) with reward (prizes) and pressure measures (ranking, performance disclosure).
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Kennedy, Laura J., Nathan G. A. Taylor, Taylor Nicholson, Emily Jago, Brenda L. MacDonald, and Catherine L. Mah. "Setting the standard for healthy eating: Continuous quality improvement for health promotion at Nova Scotia Health." Healthcare Management Forum 34, no. 1 (December 14, 2020): 49–55. http://dx.doi.org/10.1177/0840470420967705.

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Healthcare organizations engage in continuous quality improvement to improve performance and value-for-performance, but the pathway to change is often rooted in challenging the way things are “normally” done. In an effort to propel system-wide change to support healthy eating, Nova Scotia Health developed and implemented a healthy eating policy as a benchmark to create a food environment supportive of health. This article describes the healthy eating policy and its role as a benchmark in the quality improvement process. The policy, rooted in health promotion, sets a standard for healthy eating and applies to stakeholders both inside and outside of health. We explain how the policy offers nutrition but also cultural benchmarks around healthy eating, bringing practitioners throughout Nova Scotia Health together and sustaining collaborative efforts to improve upon the status quo.
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Bhattara, Subash Kumar. "Analysis of Key Performance Indicators in Health Building Construction in Nepal." Journal of Advanced Research in Civil and Environmental Engineering 08, no. 3&4 (September 22, 2021): 18–30. http://dx.doi.org/10.24321/2393.8307.202107.

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Key Performance Indicators (KPI) in a construction project show how successfully the project has been executed. The information from the KPI measurement guides the implementer to collect the feedback which can be fed in for the new projects to be implemented. This study aim was to assess key performance indicators for health building construction, its ranking, the most important affecting factor for each KPI, and how to improving KPIs in a health building construction in Nepal. The data were collected from project stakeholders through a questionnaire survey. The project stakeholders were the contractors and health building section personnel of DUDBC. Data were summarized, analyzed, and presented in tables using Microsoft Excel. The study found that the stakeholders working in health building construction projects thought quality factor as the most important KPI with the first rank. The cost factor and time factor are correspondingly second and third-ranked, whereas, client satisfaction is the least important KPI. The study also showed the Relative Importance Index (RII) for the various factors affecting each KPI in the health building construction. For KPI-cost most important affecting factor is price escalation. For KPI-time it is the approved project schedule. The possible ways to improve the KPIs in health building construction are listed as conducting regular management meeting, implementing the provisions of the contract agreement, establishment of the proper communication system, timely monitoring of the progress, establishment of quality assurance and control system, adaptation of the cost and schedule control system, ensure the proper health and safety provisions to the workers, an early warning system for changes, regular updates of the work plan and program, regular training on project management, proper site management, proper management of manpower involved in the construction and better inventory management of contractors.
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Pehi, Semuel Delano. "Human Resources Quality and Organizational Support with Performance of Health Operation Aid Fund Manager." Jurnal Kesehatan Masyarakat 13, no. 1 (July 28, 2017): 35–40. http://dx.doi.org/10.15294/kemas.v13i1.6090.

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Health Operational Aid Fund (HOA) is an aid to accelerate the achievement of the health-related Millennium Development Goals 2015 through improvement of primary health care performance. This study aimed to analyze relationship between quality of human resources and organizational support with performance of HOA fund manager performance. This is an explanatory quantitative study using cross section survey approach. Total sampling technique had been used to determined 48 people as the samples. Univariate analysis showed that 91.7% respondents had good performances and as many as 8.3% respondents had poor performances. Bivariate analysis showed a significant association between facilities (0.049), incentives (0.049), consulting services (0.016) and HOA fund manager performance. Multivariate analysis demonstrated a positive and significant correlation (0.043) between consultancy services and performance of HOA fund manager performance. For quality improvement, it is suggested to coordinate the public health office should better coordinate its programs via consultancy service in Plan Of of Action verification. in the consultancy service.
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Kennedy, Denise M., Christopher T. Anastos, and Michael C. Genau. "Improving healthcare service quality through performance management." Leadership in Health Services 32, no. 3 (June 28, 2019): 477–92. http://dx.doi.org/10.1108/lhs-02-2019-0006.

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Purpose Healthcare service quality in the USA has gained importance under value-based payment models. Providing feedback to front-line staff is a vital component of managing service performance, but complex organizational dynamics can prevent effective communication. This work explored the performance management of appointment desk staff at Mayo Clinic Arizona, identified barriers to effective management and sought to standardize the process for monitoring service performance. Design/methodology/approach Multiple data sources, including qualitative inquiry with 31 employees from the primary care and surgery departments, were used. The research was conducted in two phases – facilitated roundtable discussions with supervisors and semi-structured interviews with supervisors and staff six months after implementation of service standards. Participants were probed for attitudes about the service standards and supervisor feedback after implementation. Findings While all staff indicated a positive work environment, there was an unexpected and pervasive negative stigma surrounding individual feedback from one’s supervisor. Half the participants indicated there had been no individual feedback regarding the service standards from the supervisor. Presenting service standards in a simple, one-page format, signed by both supervisor and the patient service representative (PSR), was well received. Originality/value Combining rapid-cycle quality improvement methodology with qualitative inquiry allowed efficient development of role-specific service standards and quick evaluation of their implementation. This unique approach for improving healthcare service quality and identifying barriers to providing individual feedback may be useful to organizations navigating a more value- and consumer-driven healthcare market.
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Beaulieu, Nancy D., Michael E. Chernew, J. Michael McWilliams, Mary Beth Landrum, Maurice Dalton, Angela Yutong Gu, Michael Briskin, et al. "Organization and Performance of US Health Systems." JAMA 329, no. 4 (January 24, 2023): 325. http://dx.doi.org/10.1001/jama.2022.24032.

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ImportanceHealth systems play a central role in the delivery of health care, but relatively little is known about these organizations and their performance.ObjectiveTo (1) identify and describe health systems in the United States; (2) assess differences between physicians and hospitals in and outside of health systems; and (3) compare quality and cost of care delivered by physicians and hospitals in and outside of health systems.Evidence ReviewHealth systems were defined as groups of commonly owned or managed entities that included at least 1 general acute care hospital, 10 primary care physicians, and 50 total physicians located within a single hospital referral region. They were identified using Centers for Medicare &amp;amp; Medicaid Services administrative data, Internal Revenue Service filings, Medicare and commercial claims, and other data. Health systems were categorized as academic, public, large for-profit, large nonprofit, or other private systems. Quality of preventive care, chronic disease management, patient experience, low-value care, mortality, hospital readmissions, and spending were assessed for Medicare beneficiaries attributed to system and nonsystem physicians. Prices for physician and hospital services and total spending were assessed in 2018 commercial claims data. Outcomes were adjusted for patient characteristics and geographic area.FindingsA total of 580 health systems were identified and varied greatly in size. Systems accounted for 40% of physicians and 84% of general acute care hospital beds and delivered primary care to 41% of traditional Medicare beneficiaries. Academic and large nonprofit systems accounted for a majority of system physicians (80%) and system hospital beds (64%). System hospitals were larger than nonsystem hospitals (67% vs 23% with &amp;gt;100 beds), as were system physician practices (74% vs 12% with &amp;gt;100 physicians). Performance on measures of preventive care, clinical quality, and patient experience was modestly higher for health system physicians and hospitals than for nonsystem physicians and hospitals. Prices paid to health system physicians and hospitals were significantly higher than prices paid to nonsystem physicians and hospitals (12%-26% higher for physician services, 31% for hospital services). Adjusting for practice size attenuated health systems differences on quality measures, but price differences for small and medium practices remained large.Conclusions and RelevanceIn 2018, health system physicians and hospitals delivered a large portion of medical services. Performance on clinical quality and patient experience measures was marginally better in systems but spending and prices were substantially higher. This was especially true for small practices. Small quality differentials combined with large price differentials suggests that health systems have not, on average, realized their potential for better care at equal or lower cost.
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Alazzam, Malik Bader, Husam Al Khatib, Walid Theib Mohammad, and Fawaz Alassery. "E-Health System Characteristics, Medical Performance, and Healthcare Quality at Jordan’s Health Centers." Journal of Healthcare Engineering 2021 (November 26, 2021): 1–7. http://dx.doi.org/10.1155/2021/5887911.

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This research explores how e-health systems’ features (information quality, quality of the system, usability perceived, and perceived usefulness) contribute to improving medical personnel performance in medical centers, patient care, and physician-patient interactions in Jordan. The objective is to evaluate a single integrated model consisting of the technology acceptance model. This study used the logical research method and approach. A collection of data from 212 medical personnel working in 19 healthcare facilities throughout Jordan were gathered. To analyze the data collected and test the hypotheses of the research, a partially square/structural equation modeling method has been employed. The study found that the health information system (HIS) information quality has a direct and indirect beneficial effect on the performance of the staff, beneficial effects on patient care alone, and only favorable, indirect effects on the doctor-patient relationship. On the contrary, system quality was shown to influence directly and indirectly and to have a direct and indirect beneficial effect both on the connection between doctors and patients. Remember that the HIS has accessibility, speed, and mistake detection and avoids error issues. These shortcomings are suggested to be rectified in conjunction with improved user perception towards easy usage and utilization of the system.
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Kreutz, Gunter, Jane Ginsborg, and Aaron Williamon. "Music Students' Health Problems and Health-promoting Behaviours." Medical Problems of Performing Artists 23, no. 1 (March 1, 2008): 3–11. http://dx.doi.org/10.21091/mppa.2008.1002.

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The reported health problems of music performance students at two conservatoires in the UK were investigated, with specific attention to musculoskeletal and nonmusculoskeletal problems in relation to the students' instrumental specialty and their health-promoting behaviours. Students from the Royal Northern College of Music (n = 199) and the Royal College of Music (n = 74) were surveyed using server-based inventories over the internet. They provided 246 usable data sets for this study. Results reveal that musculoskeletal pain as well as nonmusculoskeletal problems were common among students, affecting about half of the sample, with similar patterns between groups of instruments. Regression analysis showed that musculoskeletal and nonmusculoskeletal symptoms reliably predicted perceived practice and performance quality, such that fewer symptoms predicted better quality; the strongest predictors were pain along the spine and fatigue. These results suggest that significant proportions of health problems among music performance students emerge from general dispositions, such as posture and fatigue, and thus are not specific to the instrument played. Healthy lifestyles appear not to affect perceived practice and performance quality.
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Smith, Robert William, Elaina Orlando, and Whitney Berta. "Enabling continuous learning and quality improvement in health care." International Journal of Health Care Quality Assurance 31, no. 6 (July 9, 2018): 587–99. http://dx.doi.org/10.1108/ijhcqa-10-2017-0198.

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Purpose The purpose of this paper is to examine how the design and implementation of learning models for performance management can foster continuous learning and quality improvement within a publicly funded, multi-site community hospital organization. Design/methodology/approach Niagara Health’s patient flow performance management system, a learning model, was studied over a 20-month period. A descriptive case study design guided the analysis of qualitative observational data and its synthesis with organizational learning theory literature. Emerging from this analysis were four propositions to inform the implementation of learning models and future research. Findings This performance management system was observed to enable: ongoing performance-related knowledge exchange by creating opportunities for routine social interaction; collective recognition and understanding of practice and performance patterns; relationship building, learning for improvement, and “higher order” learning through dialogue facilitated using humble inquiry; and, alignment of quality improvement efforts to organizational strategic objectives through a multi-level feedback/feed-forward communication structure. Research limitations/implications The single organization and descriptive study design may limit the generalizability of the findings and introduce confirmation bias. Future research should more comprehensively evaluate the impact of learning models on organizational learning processes and performance outcomes. Practical implications This study offers novel insight which may inform the design and implementation of learning models for performance management within and beyond the study site. Originality/value Few studies have examined the mechanics of performance management systems in relation to organizational learning theory and research. Broader adoption of learning models may be key to the development of continuously learning and improving health systems.
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Valadez, J. J., L. Weld, and W. V. Vargas. "Monitoring community health workers' performance through lot quality-assurance sampling." American Journal of Public Health 85, no. 8_Pt_1 (August 1995): 1165–66. http://dx.doi.org/10.2105/ajph.85.8_pt_1.1165-a.

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Modayfer, Omar, Meshail Aamer, Abdulellah Adel, and Laura Olayan. "Impact of sleep quality and general health on academic performance." International Journal of Medical Science and Public Health 6, no. 4 (2017): 1. http://dx.doi.org/10.5455/ijmsph.2017.1266619122016.

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Petersen, Laura A., LeChauncy D. Woodard, Tracy Urech, Christina Daw, and Supicha Sookanan. "Does Pay-for-Performance Improve the Quality of Health Care?" Annals of Internal Medicine 145, no. 4 (August 15, 2006): 265. http://dx.doi.org/10.7326/0003-4819-145-4-200608150-00006.

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Van Swol, Mark A. "Does Pay-for-Performance Improve the Quality of Health Care?" Annals of Internal Medicine 146, no. 7 (April 3, 2007): 538. http://dx.doi.org/10.7326/0003-4819-146-7-200704030-00015.

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Petersen, Laura A. "Does Pay-for-Performance Improve the Quality of Health Care?" Annals of Internal Medicine 146, no. 7 (April 3, 2007): 538. http://dx.doi.org/10.7326/0003-4819-146-7-200704030-00016.

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Wagar, Terry H., and Kent V. Rondeau. "Total quality commitment and performance in Canadian health care organisations." Leadership in Health Services 11, no. 4 (December 1998): 1–5. http://dx.doi.org/10.1108/13660759810248064.

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Siegfried, Alexa, Megan Heffernan, Mallory Kennedy, and Michael Meit. "Quality Improvement and Performance Management Benefits of Public Health Accreditation." Journal of Public Health Management and Practice 24 (2018): S3—S9. http://dx.doi.org/10.1097/phh.0000000000000692.

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Chassin, Mark R. "Does Paying for Performance Improve the Quality of Health Care?" Medical Care Research and Review 63, no. 1_suppl (February 2006): 122S—125S. http://dx.doi.org/10.1177/1077558705283899.

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Rea, David M. "Towards routine user assessment of mental health service quality performance." International Journal of Health Care Quality Assurance 12, no. 4 (July 1999): 169–76. http://dx.doi.org/10.1108/09526869910272527.

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Coleman, Katie, and Richard Hamblin. "Can Pay-for-Performance Improve Quality and Reduce Health Disparities?" PLoS Medicine 4, no. 6 (June 12, 2007): e216. http://dx.doi.org/10.1371/journal.pmed.0040216.

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Lebrun, Lydie A., Leiyu Shi, Jinsheng Zhu, Ravi Sharma, Alek Sripipatana, A. Seiji Hayashi, Charles A. Daly, and Quyen Ngo-Metzger. "Racial/Ethnic Differences in Clinical Quality Performance Among Health Centers." Journal of Ambulatory Care Management 36, no. 1 (2013): 24–34. http://dx.doi.org/10.1097/jac.0b013e3182473523.

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Hazelwood, Anita, and Ellen D. Cook. "Improving Quality of Health Care Through Pay-for-Performance Programs." Health Care Manager 27, no. 2 (April 2008): 104–12. http://dx.doi.org/10.1097/01.hcm.0000285037.12043.a3.

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