Read by QxMD icon Read

Health Care Management Review

Eva-Maria Oppel, David C Mohr
BACKGROUND: Interpersonal relationships are increasingly recognized as an important determinant for care performance and quality in the health care context. An unresolved issue in health care research is whether and to which extent providers' perceptions of their work relationships are associated with their interactions with patients and, in turn, patient experience outcomes. PURPOSE: The aim of this study was to investigate the extent to which nurses' experiences of their work relationship climate (i...
July 4, 2018: Health Care Management Review
Olivia S Jung, Andrea Blasco, Karim R Lakhani
BACKGROUND: Frontline staff are well positioned to conceive improvement opportunities based on first-hand knowledge of what works and does not work. The innovation contest may be a relevant and useful vehicle to elicit staff ideas. However, the success of the contest likely depends on perceived organizational support for learning; when staff believe that support for learning-oriented culture, practices, and leadership is low, they may be less willing or able to share ideas. PURPOSE: We examined how staff perception of organizational support for learning affected contest participation, which comprised ideation and evaluation of submitted ideas...
June 27, 2018: Health Care Management Review
Kevin R H Teoh, Juliet Hassard, Tom Cox
BACKGROUND: The high prevalence of burnout and depression among doctors highlights the need to understand the psychosocial antecedents to their work-related well-being. However, much of the existing research has been atheoretical, operationalized a narrow measurement of well-being, and predominantly examined such relationships at the individual level. PURPOSE: This study uses a multilevel perspective to examine individual (i.e., job demands and resources) and organizational-level psychosocial predictors of three measures of work-related well-being: perceived stress, presenteeism, and work engagement...
June 27, 2018: Health Care Management Review
Erick G Guerrero, Jemima Frimpong, Yinfei Kong, Karissa Fenwick, Gregory A Aarons
BACKGROUND: Top managers' transformational leadership is associated with significant influence on subordinates. Yet little is known about the extent to which top managers' transformational leadership influences middle managers' implementation leadership and, ultimately, frontline staff delivery of evidence-based health care practices. PURPOSE: To test a multilevel leadership model examining the extent to which top managers' transformational leadership, as mediated by implementation leadership of middle managers (i...
June 25, 2018: Health Care Management Review
Antonella Cifalinò, Daniele Mascia, Emanuele Antonio Vendramini
BACKGROUND: In many health systems, general practitioners (GPs) exhibit high levels of isolation and, at the same time, low levels of organizational identification, which can hinder their individual performance. The extant health care literature suggests that the physicians' belief that organizational goals are important, the adoption of performance measurement systems, and knowledge-sharing practices affect their individual performance. Most research has investigated these constructs in isolation, however, rather than explored their collective impact on GPs' individual performance...
June 13, 2018: Health Care Management Review
J Mac McCullough, Eileen Eisen-Cohen, Breanne Lott
BACKGROUND: Modern public health emphasizes population-focused services, which may require collaborative work both across and within organizations. Studies have explored interorganizational collaborations, but there are little data regarding collaborations within public health organizations. PURPOSE: We measured intraorganizational collaboration and identified barriers and facilitators to collaboration within a large public health department through a mixed-methods study...
May 9, 2018: Health Care Management Review
Leila Karimi, Sandra G Leggat, Timothy Bartram, Jiri Rada
BACKGROUND: Emotional intelligence (EI) training is popular among human resource practitioners, but there is limited evidence of the impact of such training on health care workers. PURPOSE: In the current article, we examine the effects of EI training on quality of resident care and worker well-being and psychological empowerment in an Australian aged care facility. We use Bar-On's (1997) conceptualization of EI. METHODOLOGY/APPROACH: We used a quasiexperimental design in 2014-2015 with experimental (training) and control (nontraining) groups of 60 participants in each group in two geographically separate facilities...
May 9, 2018: Health Care Management Review
Sarah A Birken, Per Nilsen
No abstract text is available yet for this article.
July 2018: Health Care Management Review
Frances M Wu, Lisa V Rubenstein, Jean Yoon
BACKGROUND: New models of patient-centered primary care such as the patient-centered medical home (PCMH) depend on high levels of interdisciplinary primary care team functioning to achieve improved outcomes. A few studies have qualitatively assessed barriers and facilitators to optimal team functioning; however, we know of no prior study that assesses PCMH team functioning in relationship to patient health outcomes. PURPOSE: The aim of the study was to assess the relationships between primary care team functioning, patients' use of acute care, and mortality...
July 2018: Health Care Management Review
Christopher M Shea, Kea Turner, Jordan Albritton, Kristin L Reiter
BACKGROUND: Recent emphasis on value-based health care has highlighted the importance of quality improvement (QI) in primary care settings. QI efforts, which require providers and staff to work in cross-functional teams, may be implemented with varying levels of success, with implementation being affected by factors at the organizational, teamwork, and individual levels. PURPOSE: The purpose of our study was to (a) identify contextual factors (organizational, teamwork, and individual) that affect implementation effectiveness of QI interventions in primary care settings and (b) compare perspectives about these factors across roles (health care administrators, physician and nonphysician clinicians, and administrative staff)...
July 2018: Health Care Management Review
Lisa D DiMartino, Sarah A Birken, Laura C Hanson, Justin G Trogdon, Alecia S Clary, Morris Weinberger, Katherine Reeder-Hayes, Bryan J Weiner
BACKGROUND: The implementation science literature has contributed important insights regarding the influence of formal policies and practices on health care innovation implementation, whereas informal implementation policies and practices have garnered little attention. The broader literature suggests that informal implementation policies and practices could also influence innovation use. PURPOSE: We used the Organizational Theory of Innovation Implementation to further understand the role of formal and informal implementation policies and practices as determinants of implementation effectiveness...
July 2018: Health Care Management Review
Ashley-Kay Fryer, Anita L Tucker, Sara J Singer
BACKGROUND: Recent literature suggests that middle manager affective commitment (emotional attachment, identification, and involvement) to an improvement program may influence implementation success. However, less is known about the interplay between middle manager affective commitment and frontline worker commitment, another important driver of implementation success. PURPOSE: We contribute to this research by surveying middle managers who directly manage frontline workers on nursing units...
July 2018: Health Care Management Review
Melissa A King, Lawrence S Wissow, Rebecca A Baum
BACKGROUND: Although there is evidence that mental health services can be delivered in pediatric primary care with good outcomes, few changes in service delivery have been seen over the past decade. Practices face a number of barriers, making interventions that address determinants of change at multiple levels a promising solution. However, these interventions may need appropriate organizational contexts in place to be successfully implemented. PURPOSE: The objective of this study was to test whether organizational context (culture, climate, structures/processes, and technologies) influenced uptake of a complex intervention to implement mental health services in pediatric primary care...
July 2018: Health Care Management Review
Jennifer L Sullivan, Omonyêlé L Adjognon, Ryann L Engle, Marlena H Shin, Melissa K Afable, Whitney Rudin, Bert White, Kenneth Shay, Carol VanDeusen Lukas
BACKGROUND: From 2010 to 2013, the Department of Veterans Affairs (VA) funded a large pilot initiative to implement noninstitutional long-term services and supports (LTSS) programs to support aging Veterans. Our team evaluated implementation of 59 VA noninstitutional LTSS programs. PURPOSE: The specific objectives of this study are to (a) examine the challenges influencing program implementation comparing active sites that remained open and inactive sites that closed during the funding period and (b) identify ways that active sites overcame the challenges they experienced...
July 2018: Health Care Management Review
Jure Baloh, Xi Zhu, Marcia M Ward
BACKGROUND: Implementation models, frameworks, and theories recognize the importance of activities that facilitate implementation success. However, little is known about internal facilitation activities that hospital personnel engage in during implementation efforts. PURPOSE: The aim of the study was to examine internal facilitation activities at 10 critical access hospitals in rural Iowa during their implementation of TeamSTEPPS, a patient safety intervention, and to identify characteristics that distinguish different types of facilitation activities...
July 2018: Health Care Management Review
Jung Young Lee, Kathleen L McFadden, Charles R Gowen
BACKGROUND: Despite the increasing interest for Lean and Six Sigma implementations in hospitals, there has been little empirical evidence that goes beyond descriptive case studies to address the current status and the effectiveness of the implementations. PURPOSE: The aim of this study was to explore existing patterns of Lean and Six Sigma implementation in U.S. hospitals and compare the performance of the different patterns. METHODOLOGY/APPROACH: We collected data from 215 U...
July 2018: Health Care Management Review
James M Vardaman, Bryan L Rogers, Laura E Marler
BACKGROUND: Because nurses are on the front lines of care delivery, they are subject to frequent changes to their work practices. This change-laden environment puts nurses at higher risk for turnover. Given the frequent disruption to the way nurses perform their jobs, change-related self-efficacy (CSE), or confidence that one can handle change, may be vital to their retention. PURPOSE: The purpose of this article is to examine the roles of CSE and job embeddedness in reducing turnover intentions among nurses...
April 11, 2018: Health Care Management Review
Tory H Hogan, Christy Harris Lemak, Larry R Hearld, Bisakha P Sen, Jack R C Wheeler, Nir Menachemi
BACKGROUND: Changes in payment models incentivize hospitals to vertically integrate into sub-acute care (SAC) services. Through vertical integration into SAC, hospitals have the potential to reduce the transaction costs associated with moving patients throughout the care continuum and reduce the likelihood that patients will be readmitted. PURPOSE: The purpose of this study is to examine the correlates of hospital vertical integration into SAC. METHODOLOGY/APPROACH: Using panel data of U...
April 11, 2018: Health Care Management Review
Rachel M Machta, Kristin A Maurer, David J Jones, Michael F Furukawa, Eugene C Rich
BACKGROUND: Small independent practices are increasingly giving way to more complex affiliations between provider organizations and hospital systems. There are several ways in which vertically integrated health systems could improve quality and lower the costs of care. But there are also concerns that integrated systems may increase the price and costs of care without commensurate improvements in quality and outcomes. PURPOSE: Despite a growing body of research on vertically integrated health systems, no systematic review that we know of compares vertically integrated health systems (defined as shared ownership or joint management of hospitals and physician practices) to nonintegrated hospitals or physician practices...
April 2, 2018: Health Care Management Review
Deirdre McCaughey, Gwen E McGhan, Cheryl Rathert, Jessica H Williams, Kristine R Hearld
BACKGROUND: The term Magnet hospital is an official designation ascribed by the American Nurses Credentialing Center for hospitals that meet specific criteria indicating they have a "magnetic work environment" for nurses. The objective of the Magnet designation is to encourage hospitals to design work in such a way as to attract and retain high-quality nurses and thus improve the quality of patient care. Empirical research has demonstrated that hospitals who earn a Magnet designation appear to have nurses who are more satisfied and committed to their work environments...
April 2, 2018: Health Care Management Review
Fetch more papers »
Fetching more papers... Fetching...
Read by QxMD. Sign in or create an account to discover new knowledge that matter to you.
Remove bar
Read by QxMD icon Read

Search Tips

Use Boolean operators: AND/OR

diabetic AND foot
diabetes OR diabetic

Exclude a word using the 'minus' sign

Virchow -triad

Use Parentheses

water AND (cup OR glass)

Add an asterisk (*) at end of a word to include word stems

Neuro* will search for Neurology, Neuroscientist, Neurological, and so on

Use quotes to search for an exact phrase

"primary prevention of cancer"
(heart or cardiac or cardio*) AND arrest -"American Heart Association"