Implementing performance improvement through the enterprise culture

Turner, Paul and Kane, Ros and Jackson, Christine (2015) Implementing performance improvement through the enterprise culture. British Journal of Healthcare Management, 21 (11). pp. 523-527. ISSN 1358-0574

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Item Type:Article
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Abstract

The purpose of this article is to evaluate performance improvements made through a case
study of a rural English hospital’s emergency department within the framework of the enterprise
culture—the NHS adoption of the private sector’s performance improvement best practice.
Additionally, the process of the research and the significant barriers encountered are documented
to inform future researchers of potential drawbacks when considering this type of research. An
intervention addressing local performance issues was defined by medical consultants. A pathway
to care for emergency care patients requiring clinical observation for more than four hours—but
not admission as a hospital inpatient—was created. The efficacy of the intervention was evaluated
by measuring compliance to the pathway standards and conducting an ethnographic study and
semi-structured interviews. Structural barriers to research caused by lack of staff availability were
encountered. Additionally, although improvement from the intervention was encouraging, the
ability of the people within the system to consistently enact the process caused performance issues
against expected targets.

Keywords:Emergency care, Health service need, Demand for services, Emergency service, Hospital, Hospital bed capacity, Health services needs, Emergency department, Innovation, Barriers to research, NHS change, NotOAChecked
Subjects:B Subjects allied to Medicine > B990 Subjects Allied to Medicine not elsewhere classified
Divisions:College of Social Science > School of Health & Social Care
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http://purl.org/dc/terms/isPartOfhttp://eprints.lincoln.ac.uk/19484/
ID Code:19485
Deposited On:05 Nov 2015 09:45

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