scholarly journals Important bioindicators for health management in Romania

2014 ◽  
Vol 66 (1) ◽  
pp. 337-346
Author(s):  
I. Barliba ◽  
S. Tita
Keyword(s):  
Human Resources ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Health Management ◽  
Hospital Performance ◽  
City Hospital ◽  
Use Of Services ◽  
Hospital Performance Indicators

Performance measurement is a coherent, robust, integrated, purposeful, comprehensive, efficient and transparent system. The evaluation of healthcare performance in Romania is based on four categories of bioindicators: human resources, use of services, economic and financial aspects, as well as quality. In this work, we were mainly interested in analyzing and describing these parameters. In order to illustrate the applicability of the hospital performance indicators, we considered the results obtained for these indices from the managers of three hospitals of the same level from Romania, the ?Fili?anilor? Hospital from Filia?i, the Rovinari City Hospital and the ?egarcea City Hospital, and herein present them.

scholarly journals Hospital Performance Indicators and Their Associated Factors in Acute Child Poisoning at a Single Poison Center, Central Saudi Arabia

Medicine ◽  
2015 ◽  
Vol 94 (52) ◽  
pp. e2339 ◽  
Author(s):  
Menyfah Q. Alanazi ◽  
Majed I. Al-Jeriasy ◽  
Mohammed H. Al-Assiri ◽  
Lara Y. Afesh ◽  
Fahad Alhammad ◽  
...  
Keyword(s):  
Saudi Arabia ◽  
Performance Indicators ◽  
Associated Factors ◽  
Hospital Performance ◽  
Poison Center ◽  
Hospital Performance Indicators

scholarly journals Can a multicomponent multidisciplinary implementation package change physicians’ and nurses’ perceptions and practices regarding thrombolysis for acute ischemic stroke? An exploratory analysis of a cluster-randomized trial

2019 ◽  
Vol 14 (1) ◽  
Author(s):  
Md Golam Hasnain ◽  
Christopher R. Levi ◽  
Annika Ryan ◽  
Isobel J. Hubbard ◽  
Alix Hall ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Intravenous Thrombolysis ◽  
Stroke Care ◽  
Hospital Performance ◽  
Trial Registration ◽  
Post Intervention ◽  
Nurses Perceptions ◽  
Cluster Randomized ◽  
And Training ◽  
Hospital Performance Indicators

Abstract Background The Thrombolysis ImPlementation in Stroke (TIPS) trial tested the effect of a multicomponent, multidisciplinary, collaborative intervention designed to increase the rates of intravenous thrombolysis via a cluster randomized controlled trial at 20 Australian hospitals (ten intervention, ten control). This sub-study investigated changes in self-reported perceptions and practices of physicians and nurses working in acute stroke care at the participating hospitals. Methods A survey with 74 statements was administered during the pre- and post-intervention periods to staff at 19 of the 20 hospitals. An exploratory factor analysis identified the structure of the survey items and linear mixed modeling was applied to the final survey domain scores to explore the differences between groups over time. Result The response rate was 45% for both the pre- (503 out of 1127 eligible staff from 19 hospitals) and post-intervention (414 out of 919 eligible staff from 18 hospitals) period. Four survey domains were identified: (1) hospital performance indicators, feedback, and training; (2) personal perceptions about thrombolysis evidence and implementation; (3) personal stroke skills and hospital stroke care policies; and (4) emergency and ambulance procedures. There was a significant pre- to post-intervention mean increase (0.21 95% CI 0.09; 0.34; p < 0.01) in scores relating to hospital performance indicators, feedback, and training; for the intervention hospitals compared to control hospitals. There was a corresponding increase in mean scores regarding perceptions about the thrombolysis evidence and implementation (0.21, 95% CI 0.06; 0.36; p < 0.05). Sub-group analysis indicated that the improvements were restricted to nurses’ responses. Conclusion TIPS resulted in changes in some aspects of nurses’ perceptions relating to the evidence for intravenous thrombolysis and its implementation and hospital performance indicators, feedback, and training. However, there is a need to explore further strategies for influencing the views of physicians given limited statistical power in the physician sample. Trial registration ACTRN12613000939796, UTN: U1111–1145-6762.

scholarly journals Measuring organizational performance. A review of the dimensions of hospital performance indicators

2019 ◽  
Vol 29 (Supplement_4) ◽  
Author(s):  
E Carini ◽  
A M Pezzullo ◽  
E M Frisicale ◽  
P Cacciatore ◽  
A Di Pilla ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Performance Indicators ◽  
New Technologies ◽  
Hospital Performance ◽  
Umbrella Review ◽  
Patient Centeredness ◽  
Prisma Statement ◽  
Definition Of ◽  
Key Indicators ◽  
Hospital Performance Indicators

Abstract Patients’ increasing needs and expectations demand for an overall assessment of hospital performances. Several Agencies described sets of performance indicators and there is not a unanimous classification. The ImpactHTA Horizon2020 Project wants to address this aspect, developing a toolkit of key indicators to measure hospital organizational performance. The aim of this review is to identify the dimensions of quality in which hospital performance indicators are grouped, and to assess if there has been an evolution over time of the above-mentioned dimensions. Following the PRISMA statement, PubMed, Ovid and Web of Science databases were queried to perform an umbrella review. Articles focusing on secondary care settings, published January 2000-May 2018 were considered. The study design included was systematic review. 3680 records were screened and 6 systematic reviews ranging 2002-2014 were included. The following dimensions were described in at least 50% of the studies: 6 studies classified efficiency (53 indicators analyzed); 5 studies classified effectiveness (12 indicators), patient centeredness (10 indicators) and safety (8 indicators); 3 studies responsive governance (2 indicators), staff orientation (8 indicators) and timeliness (4 indicators). 3 reviews did not specify the indicators related to the dimensions listed, 1 gave a complete definition of the meaning of each dimension and related indicators. The research shows steady awareness of the importance of patient centeredness, effectiveness, efficiency, and safety dimensions; apparently, there is still not much attention to sustainability, appropriateness and accessibility in terms of indicators measuring, although those dimensions are described in one of the latest review. Another review described a new dimension, resources and capacity, which focuses on the availability of new technologies, underlining the growing importance of the adoption of digitalization in healthcare. Key messages Main dimensions of performance indicators: efficiency, effectiveness, patient centeredness, safety. More emphasis to sustainability and appropriateness to align with today’s healthcare challenges.

scholarly journals ANALISIS PENGUKURAN KINERJA DENGAN PENDEKATAN BALANCED SCORECARD PADA RUMAH SAKIT SULTAN DG. RAJA BULUKUMBA

2019 ◽  
Vol 1 (1) ◽  
pp. 1-22
Author(s):  
Andi Rustam ◽  
Ismail Rosulong ◽  
Andi Nur Aziza
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Analytical Method ◽  
Performance Indicators ◽  
Descriptive Analysis ◽  
Hospital Performance ◽  
Performance Measurements ◽  
The Balanced Scorecard ◽  
Research Show

This study aims to determine the performance of Sultan Hospital Dg. King of Bulukumba when measured using the Balanced Scorecard approach. The analytical method used is descriptive analysis with a quantitative approach using hospital performance indicators in performing performance measurements. The results of the study show generally that 1) Sultan Hospital Dg. Raja Bulukumba allows to apply the Balanced Scorecard to measure organizational performance, because with the Balanced Scorecard all aspects can be measured. The application of the Balanced Scorecard is possible because the Sultan Hospital Dg. The King of Bulukumba has formulated his vision, mission and strategy and the results of the research show that the performance of Sultan Hospital Dg. The King of Bulukumba is said to be quite good when using the Balanced Scorecard. And 2) performance measurement of Sultan Hospital Dg. The King of Bulukumba using the Balanced Scorecard for a period of 2 years shows good results

scholarly journals Persepsi manajer terhadap pengukuran kinerja berbasis human resource scorecard

2018 ◽  
Vol 9 (2) ◽  
pp. 094
Author(s):  
Rahmat Subur
Keyword(s):  
Focus Group ◽  
Human Resources ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Group Discussion ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Annual Range ◽  
Agents Of Change ◽  
Performance Measurement Systems

<div><p class="1eAbstract-text"><em>The analysis conducted in this research is descriptive qualitative analysis based on observations made based on company data and information and reinforced by interviews and focus group discussions to get an idea of the opportunity to apply the design of performance measurement indicators based on Human Resources Scorecard. The results of the analysis of strategy objectives at PT. Cahaya Sakti Furintraco owned in the form of Corporate Philosophy, Vision, Mission and Annual Range Plan can be the foundation of the organization to achieve the ideals to maintain the continuity of the company's way. An important stage that should be done company especially the implementation stage is realized by the execution of the spirit of values contained in the company's philosophy, vision and mission is preceded by leaders as agents of change. Meanwhile, the strategy objectives of the existing human resources division have not yet played a role, due to the lack of socialization and the absence of programs in accordance with the current conditions due to incompatibility of views from each stakeholder. The design of the measurement of existing performance indicators has not yet implemented Human Resources Scorecard based performance indicators because there is no sponsorship to make changes to the performance measurement system from existing to new performance measurement systems.</em></p><p class="1eAbstract-text">Analisis yang dilakukan dalam penelitian adalah analisis kualitatif deskriptif berdasarkan pengamatan yang dilakukan bersumber pada data dan informasi perusahaan serta diperkuat dengan wawancara dan diskusi kelompok terarah (<em>Focus Group Discussion</em>) untuk memperoleh gambaran peluang penerapan perancangan indikator pengukuran kinerja berbasis Human Resources Scorecard. Hasil analisis mengenai sasaran strategis di PT. Cahaya Sakti Furintraco yang dimiliki berupa Filosofi, Visi, Misi dan Annual Range Plan perusahaan dapat menjadi landasan organisasi untuk mencapai cita -cita untuk mempertahankan kelangsungan jalannya perusahaan. Tahap penting yang harus dilakukan perusahaan terutama tahap penerapan yang diwujudkan dengan dijalankannya semangat nilai-nilai yang terkandung dalam filosofi, visi dan misi perusahaan didahului oleh para pemimpin sebagai agen perubahan. Sementara itu sasaran strategis divisi SDM yang ada saat ini belum berperan, karena kurangnya sosialisasi dan belum adanya program yang sesuai dengan kondisi saat ini akibat adanya ketidaksesuaian pandangan dari masing-masing pemangku kepentingan. Perancangan pengukuran indikator kinerja yang ada belum menerapkan indikator kinerja berbasis Human Resources Scorecard karena belum adanya sponsor untuk melakukan perubahan sistem pengukuran kinerja dari yang ada ke sistem pengukuran kinerja baru.</p></div>

scholarly journals Assessing hospital performance indicators. What dimensions? Evidence from an umbrella review

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Elettra Carini ◽  
Irene Gabutti ◽  
Emanuela Maria Frisicale ◽  
Andrea Di Pilla ◽  
Angelo Maria Pezzullo ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Clinical Pathways ◽  
Hospital Performance ◽  
Cochrane Library ◽  
Umbrella Review ◽  
Patient Centeredness ◽  
Efficient System ◽  
The Impact ◽  
Hospital Performance Indicators

Abstract Background Patients’ increasing needs and expectations require an overall assessment of hospital performance. Several international agencies have defined performance indicators sets but there exists no unanimous classification. The Impact HTA Horizon2020 Project wants to address this aspect, developing a toolkit of key indicators to measure hospital performance. The aim of this review is to identify and classify the dimensions of hospital performance indicators in order to develop a common language and identify a shared evidence-based way to frame and address performance assessment. Methods Following the PRISMA statement, PubMed, Cochrane Library and Web of Science databases were queried to perform an umbrella review. Reviews focusing on hospital settings, published January 2000–June 2019 were considered. The quality of the studies selected was assessed using the AMSTAR2 tool. Results Six reviews ranging 2002–2014 were included. The following dimensions were described in at least half of the studies: 6 studies classified efficiency (55 indicators analyzed); 5 studies classified effectiveness (13 indicators), patient centeredness (10 indicators) and safety (8 indicators); 3 studies responsive governance (2 indicators), staff orientation (10 indicators) and timeliness (4 indicators). Three reviews did not specify the indicators related to the dimensions listed, and one article gave a complete definition of the meaning of each dimension and of the related indicators. Conclusions The research shows emphasis of the importance of patient centeredness, effectiveness, efficiency, and safety dimensions. Especially, greater attention is given to the dimensions of effectiveness and efficiency. Assessing the overall quality of clinical pathways is key in guaranteeing a truly effective and efficient system but, to date, there still exists a lack of awareness and proactivity in terms of measuring performance of nodes within networks. The effort of classifying and systematizing performance measurement techniques across hospitals is essential at the organizational, regional/national and possibly international levels to deliver top quality care to patients.

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