Volume 7, Issue 15 (4-2004)
jha 2004, 7(15): 56-68 |
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Abstract: (10742 Views)
Introduction: The core requirement of successful and first- in- class organizations is doing right things and doing things right. Recent organizations should be able to have excellent performance from strategic and operational point of view so that they can face the current and future world challenges. Performance measurement is one of the ways for directing organization to the right targets and avoiding diversity in practices. The effective perfOlmance measurement will result in accountability and responsiveness and make it possible to maximize the utilization of limited and available resources. In this paper some of the dimensions and frameworks for performance measurement are presented and reviewed then a conceptual framework has recommended for determining performance dimensions and indicators.
Methodology: This article has writed based on literature review method.
Literature review: In this paper after presenting scant history of performance measurement and characteristics of traditional models of performance measurement, following models have been introduced Balanced Scorecard in Trusts Hospitals in National Health System and The Ontario Hospitals Association, The resultants and determinants framework (RDF), Danish model, Montreal university, The experience of the "Quality Indicator Project" (QIP, USA), The NHS Performance Assessment Framework (PAF), WHO framework.
Conclusion: Reviewing models and frameworks based on suggested principles indicate that every one have strengths and weakness, but in hospital PM should be considered all performance areas. So that, when performance is reviewed, theoretical and organizational features of hospital should be understood. In the end of this paper the conceptual framework is proposed that, in addition of focus on customer/patient oriented goal and strategies, measures performance of input, structural and managerial systems, output and organizational outcome and present a comprehensive and balanced picture of hospital.
Literature review: In this paper after presenting scant history of performance measurement and characteristics of traditional models of performance measurement, following models have been introduced Balanced Scorecard in Trusts Hospitals in National Health System and The Ontario Hospitals Association, The resultants and determinants framework (RDF), Danish model, Montreal university, The experience of the "Quality Indicator Project" (QIP, USA), The NHS Performance Assessment Framework (PAF), WHO framework.
Conclusion: Reviewing models and frameworks based on suggested principles indicate that every one have strengths and weakness, but in hospital PM should be considered all performance areas. So that, when performance is reviewed, theoretical and organizational features of hospital should be understood. In the end of this paper the conceptual framework is proposed that, in addition of focus on customer/patient oriented goal and strategies, measures performance of input, structural and managerial systems, output and organizational outcome and present a comprehensive and balanced picture of hospital.
Keywords: Hospital Performance, Performance Measurement, Framework, Performance Dimensions, Performance Measures
Type of Study: Research |
Received: 2008/11/3 | Published: 2004/04/15
Received: 2008/11/3 | Published: 2004/04/15
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