TY - JOUR
T1 - Survey-assessed quality and organizational factors related to quality in pursuing perfection hospitals
AU - Shwartz, Michael
AU - Cramer, Irene E.
AU - Holmes, Sally K.
AU - Cohen, Alan B.
AU - Restuccia, Joseph D.
AU - Vandeusen Lukas, Carol
AU - Sullivan, Jennifer L.
AU - Charns, Martin P.
PY - 2010/10/1
Y1 - 2010/10/1
N2 - Background: The goal of the Pursuing Perfection (P2) program was to encourage organizations to push quality improvement to new levels of excellence. As part of an evaluation of P2, we surveyed employees at the 7 participating P2 organizations to (1) assess their perceptions of patient care quality and improvement progress and (2) examine perceived performance on organizational and workgroup characteristics associated with quality. Methods: Many survey questions were drawn from existing conceptual models and survey instruments. We used factor analysis to create new scales from questions that were not part of established scales. We used correlation coefficients and multivariable models to examine relationships among variables. Results and Conclusions: Variables most strongly associated with perceived quality included standardized and simplified care processes resulting in coordinated care and smooth handoffs, a clear sense of organizational direction and clear action plans, and communication with staff about reasons for change and improvement progress made. Of those variables with a strong relationship to quality, ones with relatively low mean ratings included workgroup coordination; sufficient resources and support for improvement; training; and efficient use of people, time, and energy. These are important areas on which management should focus to improve employee ratings of quality.
AB - Background: The goal of the Pursuing Perfection (P2) program was to encourage organizations to push quality improvement to new levels of excellence. As part of an evaluation of P2, we surveyed employees at the 7 participating P2 organizations to (1) assess their perceptions of patient care quality and improvement progress and (2) examine perceived performance on organizational and workgroup characteristics associated with quality. Methods: Many survey questions were drawn from existing conceptual models and survey instruments. We used factor analysis to create new scales from questions that were not part of established scales. We used correlation coefficients and multivariable models to examine relationships among variables. Results and Conclusions: Variables most strongly associated with perceived quality included standardized and simplified care processes resulting in coordinated care and smooth handoffs, a clear sense of organizational direction and clear action plans, and communication with staff about reasons for change and improvement progress made. Of those variables with a strong relationship to quality, ones with relatively low mean ratings included workgroup coordination; sufficient resources and support for improvement; training; and efficient use of people, time, and energy. These are important areas on which management should focus to improve employee ratings of quality.
KW - organizational change
KW - patient safety
KW - quality
KW - quality improvement
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U2 - 10.1097/QMH.0b013e3181f9ef02
DO - 10.1097/QMH.0b013e3181f9ef02
M3 - Article
C2 - 20924255
AN - SCOPUS:77958529182
VL - 19
SP - 349
EP - 363
JO - Quality Management in Health Care
JF - Quality Management in Health Care
SN - 1063-8628
IS - 4
ER -