Outsourcing services in the healthcare sector: balancing risks and benefits

Ayaad, Omar; Al-Ruzzieh, Majeda A; Qaddumi, Bayan; Hroub, Ahmad Al; Abuseif, Sami; Çelik, Yusuf

doi:10.12968/bjhc.2020.0171

Cited by 3 publications

(4 citation statements)

References 32 publications

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“…• To create a multidisciplinary team in each hospital, if there is financial and managerial support, to follow COVID-19 related issues. The adoption of shared governace model is considered one of important strategies to support effective collaboration between the health professionals (Al-Ruzzieh et al, 2022;Ayaad et al, 2018) • To utilize updated e-collaburative tools and e-health which plays important roles to enhance team effectiveness and quality of services (Qaddumi et al, 2021;Sharikh et al, 2020) • To re-desing the process of care using advance approach such as lean, lean six sigma, and failure mode and effect analysis approaches to enhance the effectiveness and safety of work processes and enhance the staff and patient satisfaction (Ayaad et al, 2019;Haroun et al, 2021) • To outsource the services to professional and operational agency to cover the staff and equipement related problems (Ayaad et al, 2022) • Further studies need to be conducted in other settings and on larger sample sizes to generalize the study's findings.…”

Section: Study Limitations and Recommendationsmentioning

confidence: 99%

Measuring Occupational Fatigue among Higher and Middle Management at a Specialized Cancer Center during the COVID-19 Pandemic

Al-Ruzzieh

Ayaad²

2022

Asian Pac J Cancer Prev

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Purpose: This study aims to measure the occupational fatigue level and describe the sources and consequences of occupational fatigue among middle and higher management at an international specialized cancer center during the COVID-19 pandemic. Methods: A mixed-method design was used in this study. A convenience sampling technique was utilized to select the participants from King Hussein Cancer Center, Amman, Jordan. The data was collected through a self-administered questionnaire. This questionnaire included both quantitative and qualitative sections. We utilized Fatigue Risk Assessment and Management in High-Risk Environments (FRAME)-26 items scale for the quantitative section. Two main questions were included in the survey to identify the sources and consequences of occupational fatigue. Results: The results show that the average mean of occupational fatigue was 2.95/5 (SD=0.70). The level of changes in fatigue levels after the COVID-19 pandemic increased by 0.87/3 (SD=1.45). The sources of occupational fatigue could be categorized into five themes: workload, work environment, staffing, psychological, and physical sources. There are four themes categorizing occupational fatigue: social, economic, health, and daily activity and lifestyle. Conclusion: This study affords valuable insight into the level, source, and consequences of occupational fatigue among middle and higher management at an international specialized cancer hospital in developing countries. The results indicate that the occupational fatigue level was moderate, and the fatigue level was negatively impacted by the COVID-19 pandemic.

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Section: Study Limitations and Recommendationsmentioning

confidence: 99%

Measuring Occupational Fatigue among Higher and Middle Management at a Specialized Cancer Center during the COVID-19 Pandemic

Al-Ruzzieh

Ayaad²

2022

Asian Pac J Cancer Prev

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“…This is because, as a public body, they must stay within the governing rules and legislations. This legal factor was previously highlighted by Khosravizadeh et al (2022); Ayaad et al (2022); Marshall et al (2005) and Lorence and Spink (2004).…”

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confidence: 76%

Factors Considered for Outsourcing Decision of Support Services by theNational Health Service, United Kingdom

Ab Rahim,

Baldry,

Nordin

et al. 2023

IJSCET

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Outsourcing of support services has been in practice for decades. It was once used as a means of reducing costsand has now evolved and is being considered strategically by organisations.Not only is outsourcing prevalent in the private sector, it is also growing in the public sector including public healthcare.Outsourcing also allowsfor the implementation of new technologies, processes, and strategies that would not otherwise be available.Despite the increasing prevalence of outsourcing of support services in the National Health Service (NHS) of the United Kingdom, there is a lack of research into the factors that should be considered when evaluating the potential of outsourcing. Therefore, this researchseeks to evaluate the factors to be considered in the decision to outsource the support services in the NHS.This researchhas taken a qualitative approach with a multiple-case study concept adopted as the research strategy. Three(3)NHSTrusts have been identified with 21 respondentsfrom senior management and middle managementlevels.The main data collection was through face-to-face semi-structured interviews. The findings revealed the factors to be considered in outsourcing decisions for the NHS Trusts and are grouped into seven(7)themes. These arenamely the Environmental Factor, Financial Factor, Legal Factor, RisksFactor, Service Provider Factor, Social Factor,and Trust Factor.Thisresearch acknowledgesthat there is a need forTrusts to understand comprehensively the concept of outsourcing,and the motivation for them to go into outsourcing. In addition, the Trusts also need to acknowledge the factors that they should consider prior to deciding on outsourcing.

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“…Another notable advancement is the establishment of precise and explicit standards for patient acceptance. This approach acknowledges the diverse range of medical conditions and specialties, ensuring that referrals are directed to the most appropriate care settings [13,15,21,22]. Previous studies may have relied on broad recommendations, potentially leading to referrals being directed to inappropriate recipients [9].…”

Section: Discussionmentioning

confidence: 99%

“…Areas of improvement were selected based on previous steps and available studies (13)(14)(15)(16)(17)(18)(19)(20)(21)(22). These areas included technology development and enhancement, process modification, system modification, and patient involvement (Table 3).…”

Section: Selecting Areas Of Improvement (Select Phase)mentioning

confidence: 99%

Referral Process Enhancement: Innovative Approaches and Best Practices

AlHarthy,

AL-MoundhrI,

Al-Mahmoodi

et al. 2024

Asian Pac J Cancer Prev

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Objective: This study aimed to enhance the efficiency of the referral system at the Sultan Qaboos Comprehensive Cancer Care and Research Centre (SQCCCRC) in Muscat, Oman by reducing the average time for new patients' acceptance and the delay between patient acceptance and their first appointment. Methods: A one-group pretest-posttest quasi-experimental project was conducted from Quarter 2 of 2022 to Quarter 2 of 2023. Data collected during the pretest and posttest phases were compared to evaluate the impact of interventions on the average days for patient acceptance and the time to first appointment after acceptance. The intervention involved developing a comprehensive referral system incorporating technology development, improved accessibility, orientation materials, internal training, policy formulation, criteria definition, and tailoring acceptance criteria to specialty programs. Awareness campaigns were also conducted to educate patients about the referral process and available transportation options. The project followed the FOCUS PDCA (Find, Organize, Clarify, Understand, Select, Plan, Do, Check, Act) approach for implementation. Result: Significant improvements were observed in the oncology referral process, with the average days for patient acceptance decreasing from 4.3 days to 1.3 days post-implementation. Statistical analysis confirmed the significance of this change (F-value = 46.25, p < .0001). Similarly, the average days to first visit appointment after acceptance decreased from 8.6 days to 4.0 days, with statistical support (F-value = 6.29, p < .0). Conclusion: This study represents a significant advancement in optimizing the oncology referral process. When considered in conjunction with previous research findings, it underscores the importance of ongoing efforts to enhance efficiency in patient referrals.

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Outsourcing services in the healthcare sector: balancing risks and benefits

Cited by 3 publications

References 32 publications

Measuring Occupational Fatigue among Higher and Middle Management at a Specialized Cancer Center during the COVID-19 Pandemic

Measuring Occupational Fatigue among Higher and Middle Management at a Specialized Cancer Center during the COVID-19 Pandemic

Factors Considered for Outsourcing Decision of Support Services by theNational Health Service, United Kingdom

Referral Process Enhancement: Innovative Approaches and Best Practices

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