Performance management and maintenance of data recording by educational care providers.

2020 ◽  
Vol 20 (3) ◽  
pp. 165-173
Author(s):  
Kinsley Willis ◽  
Julia Hrdina ◽  
James K. Luiselli
Keyword(s):  
Performance Management ◽  
Data Recording ◽  
Care Providers ◽  
Educational Care

Application of a self‐management intervention to improve data recording of educational care providers

2019 ◽  
Author(s):  
Deanna Gerald ◽  
Laura Keeler ◽  
Kaitlin Mackey ◽  
Rebecca Merrill ◽  
James K. Luiselli
Keyword(s):  
Self Management ◽  
Data Recording ◽  
Care Providers ◽  
Management Intervention ◽  
Educational Care

Incentivising improvements in health care delivery

2015 ◽  
Vol 10 (3) ◽  
pp. 327-343 ◽  
Author(s):  
Adam Oliver
Keyword(s):  
Health Care ◽  
Health Economics ◽  
Performance Management ◽  
Health Care Providers ◽  
Health Care Delivery ◽  
Care Delivery ◽  
Special Section ◽  
Care Providers ◽  
Improved Performance

AbstractThis Special Section of Health Economics, Policy and Law begins with an article on the different ways in which one might incentivise improved performance among health care providers. I asked five experts on performance management, Gwyn Bevan, Tim Doran, Peter Smith, Sandra Tanenbaum and Karsten Vrangbaek, to write brief reactions to the article and to the notion of performance management in health care in general. The commentators were given an open remit to be as critical as they wished to be, and their reactions can be found in the pages that follow. I would like to thank Albert Weale for reviewing all of the articles, and Katie Brennan for serving as the catalyst for this collection.

scholarly journals Should performance-based incentives be used to motivate health care providers? Views of health sector managers in Cambodia, China and Pakistan

2019 ◽  
Vol 15 (2) ◽  
pp. 247-260 ◽  
Author(s):  
Mishal Khan ◽  
Imara Roychowdhury ◽  
Ankita Meghani ◽  
Farah Hashmani ◽  
Josephine Borghi ◽  
...  
Keyword(s):  
Health Care ◽  
Health System ◽  
Performance Management ◽  
Health Care Providers ◽  
Financial Incentives ◽  
Health Sector ◽  
Working Environment ◽  
Care Providers ◽  
Performance Information ◽  
Monetary Rewards

AbstractThis study qualitatively investigates what factors apart from or in addition to financial incentives can encourage better performance of frontline health care providers. We interviewed health sector managers in Pakistan, Cambodia and China, and they highlighted many potential limitations in the applicability of financial incentives in their contexts. There was a consistent view that providers are not always primarily driven by monetary rewards and that non-monetary rewards – such as recognition from direct supervisors and career development – could have a greater influence on performance. Managers also highlighted several challenges related to the design and implementation of performance management schemes: supervisors may not have performance information necessary to determine which agents to reward; when performance information is available, organisational culture may value other attributes such as social ties or years of experience; finally, concentration of power at higher levels of the health system can reduce supervisors’ ability to manage performance, rewards and accountability. Although health sector managers were enthusiastic about measures to improve performance of providers, our study indicated that specific social, cultural and health system factors may mean that non-monetary rewards and structural changes to support a more transparent and meritocratic working environment should also be considered.

Social validity assessment of behavior data recording among human services care providers

2020 ◽  
Vol 35 (3) ◽  
pp. 458-466
Author(s):  
Joseph N. Ricciardi ◽  
Allison Weiss Rothschild ◽  
Natalie M. Driscoll ◽  
Jillian Crawley ◽  
Joshua Wanganga ◽  
...  
Keyword(s):  
Human Services ◽  
Social Validity ◽  
Data Recording ◽  
Care Providers ◽  
Validity Assessment ◽  
Social Validity Assessment

Chemotherapy safe handling and safe labeling guideline concordance evaluation: A Canadian experience.

2012 ◽  
Vol 30 (34_suppl) ◽  
pp. 179-179
Author(s):  
Kathy Vu ◽  
Sherrie Hertz ◽  
Esther Green ◽  
Leonard Kaizer ◽  
Maureen E. Trudeau ◽  
...  
Keyword(s):  
Performance Management ◽  
Health Care Providers ◽  
Care Providers ◽  
Process Improvements ◽  
Safe Delivery ◽  
Safe Handling ◽  
Included Patient ◽  
Baseline Evaluation ◽  
And Performance ◽  
Evidence Based Care

179 Background: The safe delivery of chemotherapy is of utmost importance to patients, health care providers and systems administrators. Cancer Care Ontario and the Program for Evidence-Based Care published two guidelines addressing issues of chemotherapy safety: Safe Handling of Parenteral Cytotoxics (Safe Handling) in 2007 and Key Components of Chemotherapy Labeling (Safe Labeling) in 2009. Concordance with the two documents was evaluated across systemic treatment hospitals in Ontario in order to direct quality improvement initiatives. Methods: Since 2009, concordance with Safe Handling has been assessed annually by self-reported questionnaire as part of the regular provincial performance review process. In 2011, concordance with Safe Labeling was assessed by submission and scoring of five standardized chemotherapy labels demonstrating core and additional criteria. Core criteria included patient and drug information, administration information, as well as adherence to other guidelines related to abbreviations and units of measurement. Individualized regional scorecards were compiled highlighting areas of discordance and then used to develop improvement plans. Results: As of October 2011, 98% of Ontario hospitals providing chemotherapy had updated policies and procedures in place for the safe handling of cytotoxics, significantly improved compared to a baseline of 77% in 2009. Baseline evaluation of Safe Labeling performed in 2011 showed a provincial average of 64% concordance for core criteria and 63% for additional criteria. Regionally, concordance scores ranged from 55% to 80% for core criteria and 38% to 75% for additional criteria. Conclusions: Concordance with safety practice guidelines has the potential to improve significantly with continued measurement and performance management. A baseline assessment serves to identify areas for quality and process improvements. Continued evaluation of guideline concordance is necessary in order to achieve the desired target rate for the province.

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