Taming the Measurement Monster

Discuss the information presented in this article in the context of Dr. Julnes' Knowledge Utilization Framework

Performance measurement utilization within an organization encompasses two particular stages. Taking this model into account, data is not significantly utilized. The first stage takes into account the initial adoption of performance measurement and the second encompasses implementation where information was actually utilized or employed. With respect to performance measurement as knowledge utilization, external political pressure, internal political pressure and organizational culture play a role. The information presented by Spath (2007) in the article can be conveyed in the context of Dr. Julnes' Knowledge Utilization Framework as follows:

In this case, formal requirements encompass the requirements set by healthcare executives with respect to the performance measurement. These requirements have an influence on the technical capability that can be undertaken internally within the organization. Secondly, organizational culture determines the alignment of the goals and objectives of the entity. Therefore, any change implemented within the organization should determine the goals set by the executives. The subsequent phase leads to the adaptation of these goals and capabilities. Once adopted, then the performance measures and systems put into place can be implemented.

Discuss how the Rational Model of Organizational Innovation and Change and the Political-Cultural Model are likely to influence performance measures in a health care organization, as discussed in the article

The rational model perceived organizations as tools and instruments for efficacious achievement of objectives. The alignment of this model is systematic in that organizations are conceived as being made of various parts that can be altered through the application of planning centered on scientific analysis to attain the productivity of the whole (de Lancer Julnes, 2008). One of the key aspects from this model is to comprehend that formal requirements will have a greater impact on the adoption of performance management in comparison to implementation. Therefore, the internal requirements have a more significant influence in contrast to external requirements. The key way in which this model is likely to influence performance measures within a healthcare organization is the sense that measures set by the government will solely be espoused for the sake of conforming to external anticipations with minimal impact on enhancing decision making. Therefore, the health care organization can be used to enhance accountability and enhance performance. In this case, not only will the healthcare fulfill external expectations, but the model will also enhance internal performance (de Lancer Julnes, 2008).

The political-cultural model considers the rational model to be insufficient and inadequate, owing to the supposition that personnel and management interests can be easily in alignment with organizational interests. This particular model has a likelihood of influencing performance measures in a health care organization. This is by way of altering the culture of the organization to be in alignment with the performance management system. As pointed out by de Lancer Julnes (2008), organizational culture plays a vital role in shaping the belief system within the health care organization. Therefore, through this model, the healthcare organization can change its culture so as to have its performance-based management system attain full potential. Part of the aspect of applying the model for performance measurement is to consider the internal politics of the organization. Therefore, it will be necessary for the managers within the healthcare organization to comprehend the manner in which such political practices and procedures have an impact on the organizational change within its environs (de Lancer Julnes, 2008).

You work in an Emergency Room in a local hospital. You have been asked to identify all of the possible outcomes that could potentially be measured. Include your list

There are various possible outcomes that could potentially be measured using performance measures in an emergency room. The emergency room provides medical and health care services to incoming patients prior to determining whether they need to be admitted or not, necessitating immediate medical services. The following is a list of possible outcomes:

1. Number of patients left without being seen

2. Number of patients left before time set

3. Number of returning patients without anticipated appointments

4. Patient complaints

5. Treatment errors

6. Medication errors

7. Employee complaint ratio

8. Overall medication usage

9. Bed occupancy rate

10. Acute problem

11. Boarding problem

12. Overall patient satisfaction

13. Utilization of resources (Sorup et al., 2013).

Of the measures listed in #4, select the top 3 that you think would be most useful to senior hospital administrators during its upcoming meeting with the Board of Directors

In general, the main objective of senior hospital administrators is to make certain that the operations being undertaken by the entity are optimal. This implies that the hospital is running, operating and rendering health care services in the best way possible. Taking into consideration the list of measures listed above, the top three measures that would be most beneficial to senior hospital administrators include treatment errors, overall patient satisfaction and patients left without being seen. I believe these measures would be the most beneficial to senior hospital administrators in the course of the forthcoming meeting with the Board of Directors. This is because the main objective for any health care is to ensure the quality of health care rendered to patients is of the highest quality. Therefore, this should have minimal treatment errors as much as possible and generate patient satisfaction. In addition, being at the emergency room, it is imperative to provide healthcare to all patients that visit the facility (Sorup et al., 2013).

References

de Lancer Julnes, P. (2008). Performance-based management systems: Effective implementation and maintenance. CRC Press.

Sorup, C. M., Jacobsen, P., & Forberg, J. L. (2013). Evaluation of emergency department performance -- a systematic review on recommended performance and quality-in-care measures. Scandinavian journal of trauma, resuscitation and emergency medicine, 21(1), 62.

Spath, P. L. (2007). Taming the measurement monster. Frontiers of health services management, 23(4), 3-14.