Assessing quality of management practices in Palestinian hospitals

Abstract

Purpose – This paper aims to provide an assessment of the quality of management practices and implementation in hospitals operating in the West Bank of Palestine using the Malcolm Baldrige National Quality Award (MBNQA) Criteria. Design/methodology/approach – Based on the MBNQA Criteria, a survey of 51 hospitals was conducted using questionnaires, interviews and focus groups to gather data. Data were analyzed and compared across all administrative types of hospitals using the MBNQA points system. Findings – The results show that the performance of non-governmental organizations and private hospitals was superior with respect to all other administrative types. A closer look at the results show that all hospitals exhibit areas of concern such as human resource focus, information and analysis, as well as performance results. Research limitations/implications – Despite the exclusion of hospitals operating in the Gaza Strip, this research promotes critical management practices aimed at improving quality of management practices and their subsequent implementation in the surveyed hospitals. Practical implications – The MBNQA Criteria, as well as other quality assessment tools, can be used to measure the various activities of hospitals and identify competencies and weaknesses in a tangible manner to improve hospital performance. Originality/value – This paper presents a fresh perspective on the quality management issues in Palestinian hospitals to practitioners, administrators and academics using the MBNQA Criteria. Also, it serves as a foundation for future initiatives and programs aimed at improving quality in hospitals.

Measuring efficiency of governmental hospitals in Palestine using stochastic frontier analysis

“…On average hospitals consumed about 36 % of current health expenditures (CHE) during the period 2000–2011. However, governmental hospitals consumed about 60 % of MOH budget, yet inferior to private hospitals in terms of efficiency and quality [ 4 ]. In most OECD countries, hospitals also accounted for the highest share of CHE, on average (36 %), ranging from 26 % in Slovakia to 45 % in Denmark.…”

Ranking model of total quality management enablers in healthcare establishments using the best-worst method

“…Karamat et al (2019) investigated 19 drivers of knowledge management adoption in public and private hospitals of Pakistan and developed a hierarchical structure using ISM to understand sustainability in healthcare sector. Sabella et al (2015) assessed the QM practices and implementation in hospitals operating in the West Bank of Palestine using the Malcolm Baldrige National Quality Award model criteria and found that the hospitals of the area exhibited concern on human resource focus, information and analysis and performance results. Zarei et al (2018) assessed the quality management system status using QM system index in Iranian public and non-public hospitals and observed the difference between them was significant.…”

“…In the face of these facts with regard to the present state of healthcare quality in India, concepts like clinical governance, healthcare audit, healthcare effectiveness, peer reviews, healthcare accreditation and continuous professional development skills are examples that are proposed to monitor and improve the quality of healthcare services. Furthermore, several healthcare establishments (HCEs) adopted various industrial quality management (QM) concepts and strategies like continuous quality improvement (CQI), Six Sigma, quality assurance, quality function deployment, Machine Learning, Big Data Analytics and total quality management (TQM) to improve the quality of services in healthcare (Sabella et al , 2015; Talib et al , 2011; Mosadeghrad, 2015). TQM has gained wide popularity across the globe, predominantly in developed countries (Sabella et al , 2015; Calvo-Mora et al , 2014; Chavez et al , 2013).…”

“…Furthermore, several healthcare establishments (HCEs) adopted various industrial quality management (QM) concepts and strategies like continuous quality improvement (CQI), Six Sigma, quality assurance, quality function deployment, Machine Learning, Big Data Analytics and total quality management (TQM) to improve the quality of services in healthcare (Sabella et al , 2015; Talib et al , 2011; Mosadeghrad, 2015). TQM has gained wide popularity across the globe, predominantly in developed countries (Sabella et al , 2015; Calvo-Mora et al , 2014; Chavez et al , 2013). In this respect, substantive progress has been achieved in countries like the USA, Japan, Australia, China, Germany and UK to name few where efforts were taken in the direction of improved productivity, quality performance, services delivery and other performance outcomes of the organization (Sabella et al , 2015; Talib et al , 2013).…”

“…TQM has gained wide popularity across the globe, predominantly in developed countries (Sabella et al , 2015; Calvo-Mora et al , 2014; Chavez et al , 2013). In this respect, substantive progress has been achieved in countries like the USA, Japan, Australia, China, Germany and UK to name few where efforts were taken in the direction of improved productivity, quality performance, services delivery and other performance outcomes of the organization (Sabella et al , 2015; Talib et al , 2013). Under the banner of TQM, efforts were specially directed to identify the indicators in the form of enablers and improving them.…”