Quality Management in Irish Healthcare

Ennis, Kay; Harrington, Denis

doi:10.1080/714005002

Cited by 11 publications

(6 citation statements)

References 20 publications

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“…Hartline and Ferrell (1996) presented evidence that satisfaction felt by the first-line customer-contact employees is associated with service quality (Ennis & Harrington, 2001). Satisfied employees tend to be more engaged in providing quality services (Hallowell et al, 1996;Yee, Yeung, & Cheng, 2008).…”

Section: Service Qualitymentioning

confidence: 97%

“…Health-care organisations have also used a variety of measurement tools, including employee feedback for service quality (Ennis & Harrington, 2001). Yoon, Choi, and Park (2007) suggested that employees as internal customers should be able to assess service quality for better patient outcome, such as short lengths of stay in the hospital, reduced hospital infection, and reduction in medical errors.…”

Section: Service Qualitymentioning

confidence: 99%

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The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty

Lee

Kang³

2012

The Service Industries Journal

141

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The purpose of this study is to empirically test the effects of high-performance work systems (HPWS) on employee attitude, service quality, customer satisfaction, and customer loyalty in health-care organisations. The proposed research model was tested using structural equation modelling for hypotheses, based on data collected from 196 pairs of employee-customer respondents in four selected hospitals with more than 500 beds. The results indicate that hospitals can improve customer satisfaction and loyalty through efficient operations, employee engagement, and service quality. One of the key findings of our study is that HPWS in health-care organisations influence employee reaction and service quality.

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Section: Service Qualitymentioning

confidence: 97%

Section: Service Qualitymentioning

confidence: 99%

The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty

Lee

Kang³

2012

The Service Industries Journal

141

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“…Indeed the uptake of quality initiatives in Ireland is becoming more popular, and not just solely in the manufacturing sector. Indications are present that there is an increasing commitment to quality initiatives in service sectors such as the health care sector (Ennis and Harrington, 2001). However, although the uptake of quality initiatives by Irish companies is increasing, research indicates that a large section of the Irish manufacturing industry still has a long way to go in comprehensively adopting a TQM approach in their organisations (Ismail and Hashmi, 1999).…”

Section: Tqm In Practicementioning

confidence: 99%

Total quality management continuous improvement: is the philosophy a reality?

Walsh

Hughes

Maddox

2002

Journal of European Industrial Training

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This paper examines the practice of total quality management (TQM) philosophy within companies operating in Ireland. The main objective of this study is to establish whether, or not, TQM philosophy is suitable for adoption by organisations in Ireland. The study is quantitative in nature and is based on the findings of two research questionnaires. Data from the research indicate that TQM activities are practised throughout Irish industry. Many organisations have adopted a TQM approach in a comprehensive manner and are committed to TQM activities for the long term. The majority of respondents indicated that their TQM programmes were successful. This bodes well for the continuance of TQM activities within these organisations. It is concluded that TQM philosophy is suitable for adoption by organisations operating in Ireland and that a TQM approach offers these organisations a platform for developing strategies that guarantee competitiveness and success.

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“…However, Ennis & Harrington (2001) found that only 25% of the hospitals they surveyed had formal TQM programs, and half of those had started in the year prior to the survey.…”

Section: Changing Markets Technologies and Business Strategiesmentioning

confidence: 96%

Organisational Performance in Services

Batt

Doellgast²

2002

The New Workplace

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The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, may be more difficult or costly to apply to service activities. At the same time, these practices may be even more important for organizational performance in these labor-intensive activities. Third, the role of the customer in production makes the process of service delivery fundamentally different than that found in goods production. Thus, it is useful to focus on the factors affecting performance in services, the topic of this chapter.

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Quality Management in Irish Healthcare

Cited by 11 publications

References 20 publications

The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty

The impact of high-performance work systems in the health-care industry: employee reactions, service quality, customer satisfaction, and customer loyalty

Total quality management continuous improvement: is the philosophy a reality?

Organisational Performance in Services

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