Analyzing Leadership in Healthcare

Healthcare

Leadership in Healthcare

Is the physician performing at high performance?

One widely employed, vital indicator to measure health care quality is patient satisfaction. This element impacts clinical results, claims of medical malpractice, and client retention. It impacts effective, timely, patient-focused, and good-quality healthcare delivery. Therefore, patient satisfaction represents an alternative, but rather effectual indicator for measuring healthcare facilities' and physicians' success (Prakash, 2010). Hence, the physician doesn't appear to be showing high performance as some of his patients continue to be unsatisfied with his service.

There are a few physicians who deliver superior quality patient care, but aren't efficient in their service (quadrant 2); while others are good in the efficiency aspect, they deliver poor quality care (quadrant 3). Also, some physicians depict poor performance on efficiency as well as quality (quadrant 1), while others are good performers in both aspects (quadrant 4) (NBCH, 2011). That is, a physician associated with high performance must be placed in the 4th quadrant.

Does the income generated make up for the poor patient satisfaction?

No.

Comment on whether you agree or disagree with this statement, and explain your position.

The health facility will, in due course, lose its clients. In such settings, is it more apt to refer to a hospital's patients as its "consumers"? The term "consumer" comes from Latin -- the Latin term "consumere" that literally implies an individual who procures services or goods. Likewise, the term "customer" also implies an individual who buys services or goods. The modern-day patient views him/herself as a health service procurer. After accepting this idea, there arises the need to understand that all patients have some specific rights; special focus is on superior quality patient care delivery (Prakash, 2010).

It has been understood that higher satisfaction of patients results in advantages for the healthcare sector, in numerous ways; this has been corroborated by multiple researches (Wendy & Scott, 1994):

1. Client (patient) satisfaction results in their loyalty.

1. Better Patient Retention -- As per TARPs (Technical Assistant Research Programs), if a single client goes back satisfied from the service, the information is communicated to four other individuals. On the other hand, if one client is alienated, the news spreads to no less than ten individuals! This figure increases with increase in the issue's seriousness. Hence, if one client (i.e. patient) is annoyed, three others need to be satisfied to offset it.

1. Consistent Profitability -- In the United States, it has been projected that losing one unsatisfied patient may bring about a loss of more than 200,000 dollars in revenue over the practice lifetime (Luecke, Rosselli, & Moss, 1991).

Human Resources

Summary of the article-- The impact of individual versus group rewards on work group performance and cooperation: A computational social science approach

The study documented in this article offers a new and beneficial understanding of the nature, effect and role of group versus individual appraisal and reward approaches on work group performance and behavior. Study findings indicate that group-focused systems create better performing individuals and groups, in many instances, bringing to light the presence of a novel kind of role -- that of the self-sacrificing individual -- who contributes significantly to enhancing overall group performance at their personal expense. These kinds of people aren't seen in individual-based systems of appraisal and reward (Ladleya, Wilkinsonb, & Young, 2015).

State whether you agree or disagree with team rewards

I agree.

The concept of team rewards poses a tremendous opportunity for facilitating bonding within the team. With correct implementation of an appropriate program of recognition and reward, one can facilitate the building of a high-performing team, and cultivate cross-organizational collaboration. However, one mustn't be careless in one's treatment of team rewards: misapplication of team rewards can result in non-cooperation, unhealthy competition, and eventually, serious financial repercussions for the overall organization. Using prizes as the incentive in teams can be done in two ways. Firstly, heterogeneously endowed employees are awarded a cash prize for their high absolute contribution levels. Secondly, the organization can award a prize for high contribution levels, corresponding to endowment (for instance, token endowments are for the ability to make a contribution to one's team). It has been revealed that both of the above prize treatments considerably improve contributions in groups (Dickinson & Isaac, 1998).

Statistics

How sampling techniques can be used

Example 1