Objectives: To estimate cost of a sickle cell (SC) crisis, describe setting of care, and type of crisis; and compare costs of sequential crises among adult SC patients. Methods: We used a large US health plan claims database 2 Truven Commercial & Medicare Supplemental. Patients selected had $2 SC claims, presence of SC crisis between 2009-2016 (i.e., SC crisis diagnosis in emergency department [ED] or hospitalization), age $18y at index (i.e., first crisis), 1-year pre-and post-index continuous enrollment, and no crisis during 1-year pre-index period. Healthcare setting, type of crisis, and medical and pharmacy costs during the crisis encounter were measured. Costs of sequential crises were restricted to patients with fee-for-service insurance, adjusted for 2017 inflation, controlled for age, gender and comorbidities, and were compared using gamma models. Results: There were 1,583 patients (1,234 fee-for-service), mean (SD) age 38y ( 14) and 58% female. Mean number of crises during 1-year post-index was 1.9. Average time between crises was 4.2 months. Number of patients with 1+, 2+, 3+ and 4+ crises within 1 year were 1,583 (100%), 679 (43%), 306 (19%) and 160 (10%), respectively. Among these, 52%, 55%, 59% and 61% were hospitalized for the 1st-4th crises (average length of stay: w7 days), and the rest had ED visits. After one crisis, patients tended to have the same setting of care for their next crisis. Across all crises, majority were pain crises (w63%), followed by acute chest syndrome (w11%). Mean (SE) adjusted costs of 1st-4th crises were $12,685
Learning outcomes Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches. Case overview/synopsis After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal. Complexity academic level Case study is applicable for the MBA students. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.
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