Are performance measurement systems useful? Perceptions from health care

Abstract

BackgroundPrior literature identified the use of Performance Measurement Systems (PMS) as crucial in addressing improved processes of care. Moreover, a strategic use of PMS has been found to enhance quality, compared to non-strategic use, although a clear understanding of this linkage is still to be achieved. This paper deals with the test of direct and indirect models related to the link between the strategic use of PMS and the level of improved processes in health care organizations. Indirect models were mediated by the degree of perceived managerial discretion.MethodsA PLS analysis on a survey of 97 Italian managers working for health care organizations in the Lombardy region was conducted. The response rate was 77.6%.ResultsThe strategic use of PMS in health care organizations directly and significantly (p < 0.001) enhances performance in terms of improved processes. Perceived managerial discretion is positively and significantly (p < 0.001) affected by the strategic use of PMS, whereas the mediation effect is non-significant.ConclusionsThis study contributes to the literature investigating the design and implementation of a non-financial measurement tool, such as the non-financial information included into a balanced scorecard (BSC), in health care organizations. Managers in health care organizations can benefit from the strategic use of PMS to effectively allocate their time to strategic opportunities and threats, which might arise and affect organizational, output-related performance, such as improving processes.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-017-2022-9) contains supplementary material, which is available to authorized users.

Do different uses of performance measurement systems in hospitals yield different outcomes?

“…They also found that a more heterogeneous management team likely leads to an interactive (learning-oriented) use of performance measurement, which also relates to the extent of strategic change. Furthermore, Demartini and Trucco (2017) show that the strategic use of PMSs is related to process improvement in a health care context.…”

Development of a balanced scorecard as a strategic performance measurement system for clinical radiology as a cost center

“…One of the first implementations of the BSC concept in the clinical environment was initiated by the Yale University School of Medicine in the field of Anaesthesiology published in 1999 demonstrating a great value to a department, even if the full implementation takes several years to complete [11]. In different healthcare sectors, the BSC concept is applied to support improved decision making and performance [12][13][14][15][16][17]. In order to attain a useful BSC in the healthcare sector, appropriate performance perspectives and indicators are crucial to reflect all strategies of the organization.…”

Creating a Culture of Continuous Improvement in Outpatient Laboratories: Effects on Wait Times, Employee Engagement, and Efficiency

“…19 At the time of this initiative, the health system had an established performance measurement infrastructure including quality, patient experience, access, and financial dashboards reviewed by health system executives, institute and department chairpersons, and other leaders on a periodic basis. 20 The health system also had an established internal continuous improvement department.…”