PurposeTo investigate accident casualties’ long-term subjective evaluation of treatment outcome 6 weeks and 12 months after discharge and its relation to the experienced surgeon’s empathy during hospital treatment after trauma in consideration of patient-, injury-, and health-related factors. The long-term results are compared to the 6-week follow-up outcomes.Patients and methodsTwo hundred and seventeen surgery patients were surveyed at 6 weeks, and 206 patients at 12 months after discharge from the trauma surgical general ward. The subjective evaluation of medical treatment outcome was measured 6 weeks and 12 months after discharge with the respective scale from the Cologne Patient Questionnaire. Physician Empathy was assessed with the Consultation and Relational Empathy Measure. The correlation between physician empathy and control variables with the subjective evaluation of medical treatment outcome 12 months after discharge was identified by means of logistic regression analysis under control of sociodemographic and injury-related factors.ResultsOne hundred and thirty-six patients were included within the logistic regression analysis at the 12-month follow-up. Compared to the 6-week follow-up, the level of subjective evaluation of medical treatment outcome was slightly lower and the association with physician empathy was weaker. Compared to patients who rated the empathy of their surgeon lower than 31 points, patients with ratings of 41 points or higher had a 4.2-fold higher probability to be in the group with a better medical treatment outcome (3.5 and above) on the Cologne Patient Questionnaire scale 12 months after discharge from hospital (P=0.009, R2=33.5, 95% confidence interval: 1.440–12.629).ConclusionPhysician empathy is the strongest predictor for a higher level of trauma patients’ subjective evaluation of treatment outcome 6 weeks and 12 months after discharge from the hospital. Interpersonal factors between surgeons and their patients are possible key levers for improving patient outcomes in an advanced health system. Communication trainings for surgeons might prepare them to react appropriately to their patients’ needs and lead to satisfactory outcomes for both parties.
To increase the effectiveness of their non-statutory health promotion measures insurance companies should increasingly incorporate such measures into specific health management programmes as well as general management measures with regard to personnel development, organisational development and quality control. Moreover, workplace health promotion measures should always be evaluated in terms of health and economic indicators. It should also be noted that small and medium-sized companies have the largest potential for improvement.
The treatment procedures for elective hip and knee replacement are very heterogeneous in German hospitals. The quality of the clinical outcome cannot be related to a single procedure; in fact the choice and complementary interaction of interventions are essential for improving patient care. These results provide first important evidence to which extent organisational structures and treatment procedures affect patient care and length of stay. Therefore, the analyses show relevant indications for an optimised standard in patient care.
ObjectiveThe present study aims to measure the determinants of the innovative climate in German banks with a focus on workplace health management (WHM).MethodsWe analyze the determinants of innovative climate with multiple regressions using a dataset based on standardized telephone interviews conducted with health promotion experts from 198 randomly selected German banks.ResultsThe regression analysis provided a good explanation of the variance in the dependent variable (R² = 55%). Communication climate (β = 0.55; p < 0.001), social capital (β = 0.21; p < 0.01), the establishment of a WHM program (β = 0.13; p < 0.05) as well as company size (β = 0.15; p < 0.01) were found to have a significant impact on an organization’s innovative climate.ConclusionsIn order to foster an innovation-friendly climate, organizations should establish shared values. An active step in this direction involves strengthening the organizations’ social capital and communication climate through trustworthy management decisions such as the implementation of a WHM program.
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