Hospital pharmacists’ perspectives on the role of key performance indicators in Australian pharmacy practice

2016 ◽  
Vol 47 (2) ◽  
pp. 87-95 ◽  
Author(s):  
Georgia F. Lloyd ◽  
Shamsher Singh ◽  
Peter Barclay ◽  
Sue Goh ◽  
Beata Bajorek
Keyword(s):  
Performance Indicators ◽  
Pharmacy Practice ◽  
Key Performance Indicators ◽  
Hospital Pharmacists

scholarly journals Environmental key performance indicators: the role of regulations and stakeholder influence

2021 ◽  
Author(s):  
Ewelina Zarzycka ◽  
Joanna Krasodomska
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Environmental Indicators ◽  
Business Strategies ◽  
Proactive Approach ◽  
Stakeholder Influence ◽  
Corporate Decisions ◽  
Study Results ◽  
Reporting Decisions

AbstractEnvironmental protection is of vital importance and needs to be considered in the context of business strategies, including companies’ reporting decisions. This paper aims to investigate the importance of stakeholders for environmental key performance indicators (KPIs) and the significance of different types of environmental KPIs to various stakeholders. The study is based on a content analysis of the disclosures provided by large public interest companies operating in Poland. The data were processed to produce descriptive statistics as well as classification and regression trees (C&RTs). According to the study results, the sample companies provide a variety of environmental indicators, with a total of 735 KPIs identified. The research confirms the importance of stakeholders interested in environmental issues for corporate decisions regarding environmental KPI disclosure. The study contributes to the extant literature by providing new insights into the importance of different stakeholder groups for the disclosure of environmental KPIs. It may serve as an incentive for standard setters and practitioners to take a proactive approach in further developing and improving environment-related reporting regulations.

scholarly journals Key performance indicators for elastic optical transponders and ROADMs: The role of flexibility

2017 ◽  
Vol 25 ◽  
pp. 1-12 ◽  
Author(s):  
Adaranijo Peters ◽  
Emilio Hugues-Salas ◽  
Matthias Gunkel ◽  
Georgios Zervas
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators

The Role of Human Capital in Shaping Innovation Processes

2015 ◽  
Vol 3 (2) ◽  
pp. 13-15
Author(s):  
Быкова ◽  
Marina Bykova
Keyword(s):  
Human Capital ◽  
Organizational Development ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Production Level ◽  
Human Capital Development ◽  
Capital Development ◽  
Innovation Processes

The paper analyzes factors, responsible for shaping the organizational human capital, and highlights the interrelation between these factors and tendencies, affecting the key performance indicators of an organization. Specific features of the human capital development are identified, and different views on the “human capital” concept are considered. Further, the author analyzes the interrelation between human capital and production level. The role of human capital in the organizational development and in shaping its innovation processes are also defined.

How to Improve Clinical Pharmacy Practice Using Key Performance Indicators

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Nagwa Ibrahim
Keyword(s):  
Clinical Pharmacy ◽  
Performance Indicators ◽  
Clinical Care ◽  
Pharmacy Practice ◽  
Quantitative Measure ◽  
Key Performance Indicators ◽  
Evidence Based ◽  
Valuable Insight ◽  
Clinical Services ◽  
Great Opportunity

Key performance indicators (KPIs) are measurable tools to keep track of progress on a specific performance objective of an institution. By selecting the proper KPI, we can identify the area of improvement in structure, process and outcome. KPIs should be SMART (Specific, Measurable, Attainable, Relevant, and Time bound). In addition, KPIs should be easy to understand, evidence based, reliable, acceptable and feasible. Clinical pharmacy key performance indicator (cp KPI) is a standard quantitative measure of progress for a specific clinical activity performed by clinical pharmacist. These cp KPIs serve as objective indicators to measure the efficiency of delivery of evidence-based patient care. The clinical services provided might be upon patient admission, during admission and at discharge in addition to outpatient services. Medication reconciliation at admission, pharmaceutical care plan and patient counseling at discharge are examples for process KPI for clinical services provided by pharmacist, while rate of adverse drug reaction and patient re admission are examples for outcome KPI. In conclusion application of cp KPI and quality metric is a great opportunity to give the general public a valuable insight into the contributions of clinical pharmacists to improve the overall quality of clinical care. This could help the profession demonstrate how pharmacy knowledge and skills are used to deliver patient outcomes rather than the supply of medicines. Selecting the suitable cp KPI will help us improve clinical pharmacy services and patient outcome.

scholarly journals The Role of Implementing KPIs to the Faculty Members in enhancing Higher Education Quality in Lebanon

2021 ◽  
Vol 11 (2) ◽  
pp. 55-67
Author(s):  
Moetaz Soubjaki ◽  
Radwan Choughri ◽  
Hussein Al Jardali
Keyword(s):  
Higher Education ◽  
Quality Assurance ◽  
Significant Role ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Faculty Members ◽  
Education Quality ◽  
Effective Implementation ◽  
Higher Education Quality

The application of key performance indicators (KPIs) within institutions has proven to be difficult task. Until now, its effective implementation is considered one of the key determinants to the performance and success of a business. This research will explore the role of implementing KPIs for faculty members within higher education (HEI) in Lebanon. This study will seek to explore two key hypotheses (i) there is no statistically significant role of Key Performance Indicators (KPIs) for faculty members in quality assurance in higher education in Lebanon and hypothesis and (ii) there is a statistically significant role of Key Performance Indicators (KPIs) for faculty members in quality assurance in higher education in Lebanon. Hypothesis (ii) will prove to be true with the results for hypothesis one showing to be incorrect. A total of 200 participants from across different higher education institutions within Lebanon will be involved within the study.

scholarly journals Assessment of Canadian Hospital Pharmacists’ Job Satisfaction and Impact of Clinical Pharmacy Key Performance Indicators

2021 ◽  
Vol 74 (4) ◽  
Author(s):  
Mia Losier ◽  
Douglas Doucette ◽  
Olavo Fernandes ◽  
Sarah Mulrooney ◽  
Kent Toombs ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Focus Groups ◽  
Clinical Pharmacy ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Canadian Hospital ◽  
Hospital Pharmacists ◽  
Electronic Survey ◽  
Satisfaction Professionnelle ◽  
Groupes De Discussion

Background: The clinical pharmacy key performance indicators (cpKPIs) are quantifiable measures of quality to advance clinical pharmacy practice and improve patient care. Although when delivered in combination they have been linked to important patient outcomes, no data are available relating to their impact on hospital pharmacists’ job satisfaction. Objectives: To determine the level of job satisfaction among Canadian hospital pharmacists and whether participation in cpKPI activities contributes to hospital pharmacists’ job satisfaction. Methods: A mixed-methods study was conducted. An electronic survey, consisting of 36 questions, was developed using a validated pharmacist job satisfaction tool and was then distributed nationally to hospital pharmacists between January 30 and March 14, 2019. Focus groups were conducted with pharmacists at Horizon Health Network in New Brunswick to further explore activities that contribute to their job satisfaction. Results: Overall, 284 pharmacists from 9 provinces completed the electronic survey. The mean job satisfaction score among hospital pharmacists was 3.93 (standard deviation 0.85) out of 5. Job satisfaction scores increased with increases in self-identified time spent performing cpKPI activities (r = 0.148, p = 0.014). Pharmacist satisfaction increased with time spent performing medication reconciliation on admission (β = 0.140, p = 0.032) and decreased with time spent identifying and resolving drug therapy problems (β = –0.153, p = 0.030). Three focus groups, comprising a total of 13 pharmacists, were conducted; during these sessions, some cpKPIs were highlighted favourably, although pharmacists described some ambivalence toward patient education. The importance of having an impact and receiving appreciation was highlighted. Conclusions: Canadian hospital pharmacists are generally satisfied with their jobs, and participation in cpKPI activities was found to be positively associated with hospital pharmacists’ job satisfaction. RÉSUMÉ Contexte : Les indicateurs clés de performance de la pharmacie clinique (ICPpc) sont des mesures quantifiables de la qualité qui permettent de faire avancer la pratique en pharmacie et d’améliorer les soins du patient. Bien qu’ils aient été associés à des résultats importants pour les patients lorsqu’ils sont utilisés conjointement, aucune donnée concernant leur impact sur la satisfaction professionnelle des pharmaciens d’hôpitaux n’est disponible. Objectifs : Déterminer le degré de satisfaction professionnelle des pharmaciens d’hôpitaux canadiens et noter si la participation aux activités liées aux ICPpc y contribue. Méthodes : Une étude à méthodologie mixte a été menée. À l’aide d’un outil validé mesurant la satisfaction professionnelle du pharmacien, les investigateurs ont préparé une enquête électronique comprenant 36 questions, qui a été distribuée à l’échelle nationale aux pharmaciens d’hôpitaux entre le 30 janvier et le 14 mars 2019. Des groupes de travail comprenant des pharmaciens au Réseau de santé Horizon au Nouveau-Brunswick ont exploré plus en profondeur les activités qui contribuaient à leur satisfaction professionnelle. Résultats : Globalement, 284 pharmaciens de neuf provinces ont répondu à l’enquête électronique. Le score moyen de satisfaction des pharmaciens d’hôpitaux était de 3,93 (écart type 0,85) sur 5. Les scores relatifs à la satisfaction professionnelle augmentaient lorsque le temps passé à faire des activités liées aux ICPpc augmentait (r = 0,148, p = 0,014). La satisfaction du pharmacien augmentait quand il passait du temps à faire le bilan comparatif des médicaments au moment de l’admission (β = 0,140, p = 0,032) et diminuait quand il devait déterminer et résoudre des problèmes de pharmacothérapie (β = –0,153, p = 0,030). Trois groupes de discussion comprenant 13 pharmaciens au total se sont penchés sur la question. Pendant leurs séances, ils ont mis en valeur certains ICPpc, bien que les pharmaciens aient décrit des ambivalences concernant les instructions données au patient. Ils ont aussi souligné l’importance d’avoir un effet positif et d’être apprécié. Conclusions : Les pharmaciens d’hôpitaux canadiens sont généralement satisfaits de leur travail et la participation à des activités liées aux ICPpc est associée à leur satisfaction professionnelle.

Establishing Key Performance Indicators to Measure the Benefit of Introducing the Facilities Manager at an Early Stage in the Building Information Modeling Process

2013 ◽  
Vol 2 (4) ◽  
pp. 38-51
Author(s):  
Barry McAuley ◽  
Alan Hore ◽  
Roger West
Keyword(s):  
Performance Indicators ◽  
Early Stage ◽  
Key Performance Indicators ◽  
Information Modeling ◽  
Facilities Management ◽  
Engineering Construction ◽  
Modeling Process ◽  
Building Information ◽  
Potential Benefits

The Facilities Manager occupies a unique position within the lifecycle of a building asset, as he/she is one of the only Architecture/Engineering/Construction (AEC) and Facilities Management (FM) professionals who is in a position to view the product of the entire design and build process and is responsible for the operational phase which incurs approximately five times the initial capital cost. Despite the potential benefits that the Facilities Manager offers, this profession still does not command the recognition it deserves within the AEC/FM sector. This is beginning to change through the introduction of Building Information Modelling (BIM). In order for the BIM process to be maximised it is imperative that the Facilities Manager plays a much more important role within the design and construction process. Despite this, at present the role of the Facilities Manager within this process is still uncertain with no set Key Performance Indicators (KPI) or role designation being specified to date. This paper outlines how the Facilities Manager can play a pivotal role in the BIM process and, in particular, will aim to establish the basis for a number of KPIs by Facility Managers which will in turn lead to a more robust Lean FM practice.

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