Course Outline and Readings:
Performance
Measurement and Management in Health Care Organizations
Lecture 1
Introduction to performance
measurement and management
- Definitions of
performance measurement and management
- Dimensions of
health care performance
- Purposes of
performance measurement
- Outline of a simple
model of a performance measurement and improvement system
Lecture 2
International experience of publishing
health care performance data
- Overview of
performance measurement initiatives in OECD countries
- UK experience (including a review of recent NHS performance
management reforms)
- US experience of
using ‘report cards’
Lecture 3
Incentive systems
for performance
improvement
- Definition of an
incentive system in health care
- Intrinsic and
extrinsic motivation
- Types of financial
and non financial incentives
- Problems with
incentive schemes
Lecture 4
Identifying and mitigating
the unintended and dysfunctional consequences of performance measurement
- Definitions of 13
types of dysfunctional consequences of performance measurement
- Empirical examples
of dysfunctional consequences
- Strategies for
mitigating adverse effects
Lecture 5
Organisational culture and health care
performance
- Review of key theories of
organisational culture
- Review of the
evidence of link between culture and performance
- Culture change
strategies
- Recent evidence
from the UK on the link between culture and hospital performance
Lecture 6
Designing an effective
performance
measurement and management system
- Development of a
‘balanced scorecard’ of organisational performance
- Balance between
hard and soft data
- Balance between
checking and trusting health professionals
- Balance between
process and outcome indicators
- Balance between
extrinsic and intrinsic incentives
References
Davies, H., Nutley,
S. and
Mannion R.(2000) Oganisational Culture
and Health Care Quality. Quality in
Health Care,9: 111-119
Goddard, M., Mannion R. and Smith, P (2000)
Enhancing Performance in Health Care: a theoretical perspective on
agency and
the role of information. Health Economics
9:95-107,
Goddard M, Davies H
Dawson D, Mannion R,
McInnes F, (2002) Clinical Performance Measurement, Part 1-Getting the
Most Out
of It, Journal of the Royal Society of
Medicine, pp 508-510
Goddard M, Davies H Dawson D,
Mannion R,
McInnes F (2002) Clinical Performance Measurement, Part 2-Avoiding the
Pitfalls, Journal of the Royal Society of
Medicine, pp 549- 551
Mannion R and Goddard, M Impact of the Published Clinical Outcome
Data: case study in NHS hospital Trusts (2001) British
Medical Journal, No 323, pp 260-263, 2001
Mannion
R and Goddard, M (2002) Performance Measurement and Improvement
in
Health Care Applied Health
Economics and Health Policy, Vol I No 1 pp 13-24,
Mannion R and Davies H (2002)
Reporting
Health Care Performance;Learning From the Past; Prospects for the
Future Journal of Evaluation in Clinical Practice,
Vol 8, No 2 pp 215-228, 2002
Mannion R and Goddard M (2003) Public Reporting of Health Care
Performance: Learning from Scotland Journal of Evaluation in Clinical Practice,
Vol, no,2 227-287
Scott T, Mannion R Davies H,
Marshall
M (2003) The Quantitative Measurement of
Organizational Culture in Health Care: A Review of the Available
Instruments,
Health
Services Research, 38:923-45
Scott T, Mannion R Davies H, Marshall M
(2003) Implementing Culture Change in Health Care: Theory and Practice International Journal for Quality in Health
Care, 15(2);111-118
Scott
T, Mannion R Davies H,
Marshall M (2003) Does Organisational
Culture Influence Health Care Performance? A review of the Evidence Journal of Health Services Research and
Policy, 8(2): 105-117
Scott J, Mannion R, Davies H, Marshall,M
(2003) Health Care Performance and Organisational
Cultured Oxford, Radcliffe Medical Press,
Mannion R Davies H, Marshall
M (2004 ) Cultures for performance in Health Care, Open University
Press, Basingstoke.
Smith P (ed) (2002) Measuring
Up: Improving
health system performance in OECD countries, OECD, Paris
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