Search results

The purpose of this paper is to examine the extent to which the perception of crowding by medical staff and patients impacts patients’ perceived service quality (SQ), overall satisfaction and emotional well-being.

Data were collected from 258 matched pairs of medical staff members and their patients at six public hospitals.

Medical staff-perceived crowding negatively influences patients’ perceived SQ. The perceived SQ then impacts patients’ overall satisfaction and emotional well-being. Patients’ perceived crowding does not significantly impact their perceived SQ but increases the positive emotional well-being of patients.

Scant research has investigated a matched pair of service providers and their customers. This study concentrates on how individuals’ perceived human crowding and medical staff SQ affect consumers’ emotional well-being. This research leads to the formulation of theoretical and public policy suggestions to improve the quality of interactive services with minimal cost and disruption.

The purpose of this study is to determine the extent to which total quality management (TQM) initiatives can improve the quality of services delivery at the medical records unit of the Korle-Bu Teaching Hospital (KBTH) to help meet the expectations and aspirations of patients and customers of the hospital.

This research adopted the survey strategy as its research design. The total study population consisted of 114 medical records staff of the KBTH. Questionnaires and personal observations were employed as the data collection instruments. The study recorded a response rate of 98 per cent. Data gathered from respondents were analysed in qualitative terms.

The overall finding of this study was that, although the medical records department of the KBTH had a fair degree of understanding on the benefits of TQM to records management service delivery, the exiting values for TQM did not meet the framework of good TQM practice, principles and standards.

Even though the subjects for the study were from the biggest hospital in Ghana, the findings of this study may not be generalised to the whole country.

The study has demonstrated the need for the medical records department of the KBTH to have and develop good TQM standards to improve the quality of services to patients and varied customers of the hospital.

The literature reviewed indicated that this study is a maiden attempt to examine how TQM initiatives including sensitivity, customer satisfaction, commitment of top management, team work, effective leadership and participatory management, people development and effective and open communication can improve the quality of medical records service delivery at the KBTH in Ghana.

Workplace violence against medical staff has become an endemic problem in the healthcare sector in Jordan. This study investigates the perceived main causes of workplace violence (medical staff, administrative, patients, patient's escorts and legislative) against physicians and nurses in public hospitals.

A self-administered questionnaire was used to collect data from a convenient random sample of 334 physicians and nurses employed in Jordanian public hospitals. Descriptive statistics and analysis of variance were used to answer questions and test hypotheses.

Findings indicated that the practice of the causes of workplace violence behaviors assessed by the participants is at a moderate level in Jordanian public hospitals with a mean value of 3.26. The causes of violence were reported as most causative to least causative: patient escort (M = 3.60), legislative (M = 3.56), patients (M = 3.40), administrative (M = 3.16) and medical staff related (M = 2.74), respectively. Analysis showed statistical differences in the participants' attitudes toward the causes of workplace violence behaviors due to their gender, job title, education level, experience and income.

This study has a significant practical contribution in providing information about the causes of workplace violence that will help health policymakers and hospital administrators to deter violence against medical staff. To reduce or eliminate the potential causes of violence, several actions can be taken, such as criminalizing violent behaviors, managing work pressure, staff shortages, developing comfortable and secure medical treatment settings, training the medical staff on aggression and stress management, and enhancing their communication skills with patients and their escorts. Findings also highlight the need for hospital management to develop protocols for reporting and dealing with workplace violence.

This is one of the first studies in the Arab context that examines the causes of workplace violence against medical staff.

Describes an action research project to improve quality in three hospital departments including operating theatres, X‐ray, and medical records. The approach combined quality assurance (QA) or audit methods with those of continuous quality improvement (CQI) or TQM. The intention was to bring about improved organizational performance through an emphasis on bottom‐up rather than top‐down methodology, and to assess the relative effectiveness of different quality strategies being used within the hospital. Baseline studies of organizational climate and of patient perceptions enabled evaluation of effectiveness. Provides a description of the background to various health‐care quality strategies, and argues that several perspectives are required if all stakeholders (e.g. policy makers, professionals, patients, and managers) are to be satisfied. Describes the responses of staff, superiors and professionals and recommendations offered for more effective quality strategy implementation.

With an aim to investigate the recent state of the feminist clinics and their negotiation of medical authority in a time of increased technoscientific biomedicalization, and capitalistic health-care system, I conducted a study of two feminist health centers in the Northeast of the United States in 2001–2002. In this chapter, I discuss how the two centers (a nonprofit collective and a for-profit center with a more hierarchical structure) negotiated medical authority in organizational terms as impacted by the larger context of medicine and its interaction with the state, capitalist health-care system, and antiabortion forces. The chapter concludes with a discussion of demedicalization as a multilevel process and implications for feminist care (service delivery) and U.S. Women's Health Movement.

Disaster management and humanitarian logistics (HT) play crucial roles in large-scale events such as earthquakes, floods, hurricanes and tsunamis. Well-organized disaster response is crucial for effectively managing medical centres, staff allocation and casualty distribution during emergencies. To address this issue, this study aims to introduce a multi-objective stochastic programming model to enhance disaster preparedness and response, focusing on the critical first 72 h after earthquakes. The purpose is to optimize the allocation of resources, temporary medical centres and medical staff to save lives effectively.

This study uses stochastic programming-based dynamic modelling and a discrete-time Markov Chain to address uncertainty. The model considers potential road and hospital damage and distance limits and introduces an a-reliability level for untreated casualties. It divides the initial 72 h into four periods to capture earthquake dynamics.

Using a real case study in Istanbul’s Kartal district, the model’s effectiveness is demonstrated for earthquake scenarios. Key insights include optimal medical centre locations, required capacities, necessary medical staff and casualty allocation strategies, all vital for efficient disaster response within the critical first 72 h.

This study innovates by integrating stochastic programming and dynamic modelling to tackle post-disaster medical response. The use of a Markov Chain for uncertain health conditions and focus on the immediate aftermath of earthquakes offer practical value. By optimizing resource allocation amid uncertainties, the study contributes significantly to disaster management and HT research.

Research has shown that a key issue for prisoners using healthcare services during their sentence is that of patient confidentiality. Maintaining prisoners’ medical confidentiality has been shown to be difficult in the prison setting as many treatments, especially those considered to be out of the ordinary, are more likely to result in a breach of medical confidence. This can include treating infectious diseases, such as HIV/AIDS, Hepatitis or tuberculosis, which can often include long term and regular contact with healthcare staff, and which, in some cases, may require referrals to specialists outside the prison setting. In addition, institutional factors unique to prisons may impact on healthcare staffs’ ability to maintain prisoners’ confidentiality, such as security or health and safety concerns. Drawing on research carried out by the author on healthcare and people with problematic drug use in prisons in a range of European countries, this paper considers the factors that impact on maintaining prisoners’ medical confidentiality and some of the attempts to address this issue.

The purpose of this paper is to determine the second victims’ experience and its related factors among medical staff.

This research is a cross-sectional study that was conducted in public hospitals of Sanandaj, west of Iran, in 2017. The sample consisted of 338 medical staff including physicians, nurses and mid-wives. A self-report questionnaire was used for data collection. Descriptive statistics, cross-tabs and χ² test were used for data analysis using SPSS20.

A total of 51.5 percent (n=174) of the medical staff had experienced medical error in the past year, of which 90.2 percent (n=157) had at least one of the symptoms of “second victims.” Tachycardia and sleep disturbances were the most commonly referred physical symptoms with 73 and 51.7 percent, respectively. Also, repetitive/intrusive memories and fear of reputation damage were the most commonly referred psychosocial symptoms with 68.3 and 51.7 percent, respectively. The experience of physical and psychosocial symptoms was different according to the occupational category. In addition, there was a significant association between the experience of physical symptoms with the hospital administrators’ awareness of medical errors and the consequences of medical errors for patients.

Adoption of coping strategies, including learning from medical errors as well as hospital administrators’ support from second victims, is recommended. It is also suggested that medical staff be informed about the consequences of medical errors as well as physical and psychological symptoms of second victims so that they can ask for help from managers and colleagues when the symptoms occur.

This study outlines the prevalence, the most psychological and physical symptoms, and the demographic and occupational factors associated with the second victim phenomenon in medical staff. Also, the most important strategies for coping with this phenomenon are prioritized from the perspective of medical staff.

This paper explores and interprets the linkage between total quality management (TQM) practices and organizational performance measures for improving the healthcare firms’ performance. Indian healthcare firms are aware of TQM practices and their benefits, but the awareness level varies among the firms and staff. The study looks into the effectiveness of quality awareness to meet quality performance in Indian hospitals.

A questionnaire based on previous research was circulated among the managers and medical staff. The model linking TQM and organizational performance is analyzed with structural equation modelling and confirmed the hypotheses stated. Interpretations to improve hospital performance are made.

The study identified ten relevant TQM factors and confirmed their importance towards the improved organizational performance of Indian hospitals. Top management initiative, continuous process improvement and team work are the most contributing TQM factors. Differences in the awareness levels by the management staff and medical staff are attributed. The managers and medical staff are aware of the benefits of TQM towards firm performance, but it is to be improved further.

Cross-validation and interpretation are affected due to the limited sample size. Longitudinal study is recommended to explore the individual hospital as specific cases. Larger sample size is suggested as an extended work to overcome the demographic and infrastructural limitations of the firms included.

The management is more interested in TQM, but there is lack of awareness among the staff. The quality awareness and customer focus by medical staff are the most weakly loaded factors, and the weaknesses can be remedied by the lead role by the hospital management in providing proper training and thereby improving the attitude of the medical staff.

Effectiveness of hospital operations is highly dependent on customer focus. Properly communicated, committed and trained staff with good-quality awareness can better implement TQM and thereby improve hospital performance. Lead role by the management is very important, and the paper lists ways to attain these outcomes.

Very little is reported from the Indian healthcare sector linking TQM and outcome performance. The quality awareness, customer focus, communication and learning by the medical staff are to be improved, and the paper suggests ways to link TQM more effectively to improve the performance in hospitals. These findings may be useful to the managers, medical staff and researchers in healthcare to bring better results.

The study aims to assess medical engagement levels at two teaching hospitals and a 500 bed private hospital in two states operated by the same health care provider and to describe individual and organisational factors that influence and change medical engagement.

A survey was emailed to all junior and senior medical staff, seeking responses to 30 pre-determined items. The survey used a valid and reliable instrument which provided an overall index of medical engagement. Qualitative data were also collected by including an open ended question.

Doctors (n = 810) working at all sites are in the top 20-40 percentile when compared to Australia and the United Kingdom. Two sites in one state were in the highest relative engagement band with the other being in the high relative range when compared to the (UK) and the medium relative band when compared to sites in Australia. Senior doctors working at all three were less engaged on feeling valued and empowered, when compared to having purpose and direction or working in a collaborative culture. This appears to be related to work satisfaction and whether they feel encouraged to develop their skills and progress their careers. Junior doctors at 1 site are much less engaged than colleagues working at another. Since their formal training pathways are identical the informal training experience appears to be an engagement factor.

Despite medical engagement being recognised as crucial, little is known about individual and organisational factors that support doctors to be engaged, particularly for juniors and in the private sector.