The organisational response to patient complaints: a case study in Taiwan

Abstract

Purpose

To explore and evaluate how hospital staff respond to patient complaints.

Design/methodology/approach

A teaching hospital with 1,500 beds in Taiwan was purposefully chosen as a case study of hospital response to patients’ complaints. Data was obtained through interviews with quality surveying managers (n=53), government managers (n=4), staff of non‐government organizations (n=3) and a senior social worker, as well as analysis of documents (September 2001‐April 2002).

Findings

Using the managerial‐operational‐technical framework developed by the researchers, the study demonstrated problematic aspects of handling complaints at the case hospital. It was revealed that: complaint handlers were not sufficiently empowered, information sharing was limited within the organization, communication among professional staff and with management was inadequate, the physical safety of workers had been threatened, and improvements could not be sustained. Moreover, it became apparent that the case study hospital generally responded to patient complaints in a reactive and defensive manner.

Originality/value

It is evident that the hospital did not use patient complaints as a source of learning that could have promoted higher standards of care. The case study reveals some of the constraints and identifies requirements for appropriate use of information and feedback from patients. The study raises some issues requiring further research to ensure more appropriate use of patient complaints to improve quality of care.

Citation

Hsieh, S.Y., Thomas, D. and Rotem, A. (2005), "The organisational response to patient complaints: a case study in Taiwan", International Journal of Health Care Quality Assurance, Vol. 18 No. 4, pp. 308-320. https://doi.org/10.1108/09526860510602578