Balanced Scorecard for Hospital Performance & Productivity

Management is important in any environment, but especially so in the healthcare field.  As the health care system continues to evolve, sound management is critical to the survival of health care institutions (Johnson, 2005). The management team in a healthcare environment must always aim to improve the efficiency of the day to day activities and constantly plan for ways to improve the productivity and efficiency. Every manager’s main duty is to succeed in helping the organization achieve high performance while utilizing all of the organization’s human and material resources. On a daily basis health care managers must recognize performance problems and

This essay examines Duke Children's Hospital's implementation of the balanced scorecard (BSC) approach monitoring and managing their performance. The Hospital achieved a dramatic turnaround in its finances and patient and staff satisfaction ratings over a period from 1993 to 2000. The case study authors attribute the Hospital's success to its use of the balanced scorecard methodology.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

Memorial Hospital is a large hospital that is privately owned. Memorial hospital provides services that are basic for most large hospital facilities similar in the area, like lab, x-rays, emergency room, intensive and cardiac care units and psychiatric ward. One goal the hospital has is paying close attention to each patient, by offering quality care at an affordable price. In this essay we will discuss ways that the hospital might measure quality, the potential cost and failure of quality for Memorial Hospital and discuss each measure, discuss ideals or techniques from TQM that Janice could use to help Memorial ideals on providing quality healthcare as well as analyze the methods memorial could use to assess the quality of health care it is providing. Memorial Hospital is not trying to compete with the other hospital in the area by having all the up to date equipment, they just want to offer affordable quality healthcare. The quality of the hospital and patient care will set them aside from all of the other hospitals.

The descriptors for the different aspects of staffing versus quality of care are well presented. Clear headings of the different aspects studied are used, and the data that relates to each aspect. Topics explored in the issue of nurse to patient ratio and quality of care are; Mortality associated with staffing, job workload, cost of adverse events, and strategies for improvement (Stanton, 2004). The researcher’s assumptions and biases are not noticed, the

In recent years, the healthcare industry has seen a significant decline in the quality of patient care it provides. This has been the result of reduced staffing levels, overworked nurses, and an extremely high nurse to patient ratio. The importance of nurse staffing in hospital settings is an issue of great controversy. Too much staff results in costs that are too great for the facility to bear, but too little staffing results in patient care that is greatly hindered. Moreover, the shaky economy has led to widespread budget cuts; this, combined with the financial pressures associated with Medicare and private insurance companies have forced facilities to make due with fewer

The housekeeping forms of performance measurement are common among APN’s because of their experience as opposed to substantive forms, because of good documentation (Buppert, 2018). In addition, the APN use productivity incentive which was generated from the billing reports. Eventually, the clinical productivity in the incentive plan was measured by Medical Group Management Association (MGMA). The performance measure helps to improve overall job satisfaction, more patient care, and less administrative tasks, increased communication, attendance at staff meeting, increase in preceptorship, completed annual evaluation, and increase in leadership activities (Rhodes, Bechtle, & McNett,

Using these measures, a hospital can understand where they stand among other hospitals in terms of providing quality care. This can help them to improve quality of care and also understand competitive advantage. The hospitals can find out whether they have the desired percentage and then compare its position with respect to other hospitals or hospital state average and national average (hospital). A lower percentage can help them to do a root cause analysis and help them in improving their percentage by adopting to strategies that will benefit them. An above average and good percentage will encourage and motivate them to achieve stability. The comparison is made not only on the basis of medical condition but also on wide range of categories like complications, Readmissions and deaths, payment and value of care etc. This

These hospitals perform well when the management team and employees work together to accomplish a higher quality of health care. When monitoring performance, hospitals review quality performance, quality assurance, compliance with regulatory and accreditation, and suggestions to improve organizational performance issues. Hospitals measure performance by comparing patient outcomes with expected outcomes usually done in quarterly predictions. The outcome will affect the medical facilities performance measures and reimbursement for government programs. Poorly performing health care facilities

However, these reports are similarly concerned with issues of motivating, engaging, and rewarding staff which may be linked to patient outcomes as well as to business success. Greater attention to the work that has been done on organisational performance, broadly defined, could illuminate our attempts to link the characteristics of hospitals and units to the kind of care they are able to provide to patients.

Evaluating hospital quality data is part of the evolution of health care today. There are publicly reported statistics from every surrounding health care system and can be found on reliable websites like www.Hospitalcompare.hhs.gov. This paper will review a local hospital and two of its competitors and evaluate the pros and cons of these publically reported indicators for the Process of Care.

Adequate nursing staff and positive patient outcomes are irrefutably linked. Numerous studies have been conducted evaluating the relationship between the number of hospitalized patients per

Time and again, hospitals are often called upon to improve the quality of its various health care activities in order to better serve patients and immediate communities. A quality improvement plan thus helps in the selection of high priority areas and the utilization of evidence-based practices in conducting the improvement (Berenguer et al., 2010). In view of the healthcare improvement needs of Sunlight Hospital, this paper seeks to classify and justify five measurements of quality of care in a hospital, specify the four main features in a health care organization that can be used in the design of a quality improvement plan, and suggest the salient reasons quality of care would add value and create a competitive advantage

A health care facility that is generating the resources needed to meet its mission is financially important to its success. Economic resources are one component that contributes to a firm’s success. Factors used in producing goods or providing services that are used to create things or help you provide services. Economic resources can be divided into human resources,

In “Weighted Measure of Hospital Quality,” Magana Jayakumar explains how patient-centered plays a role in our hospitals through the four phases of quality function deployment (qfd) that is patient requirement, patient importance ratings, patient access to their record and technical specification patients require of the hospital. As a healthcare employee, I must say I also find Jayakumar’s views on house of quality in quality function deployment through patient relationship matrix, correlation matrix, target goals and technical difficulty assessment to be patient-centered idea which hospitals need to implement in order get the need of their patients.