Lyle H. Rosser and Brian H. Kleiner
Examines how computers and quality assurance are being used toimprove the quality of health care delivery. Traditional qualityassurance methods have been limited in their ability…
Abstract
Examines how computers and quality assurance are being used to improve the quality of health care delivery. Traditional quality assurance methods have been limited in their ability to effectively manage the high volume of data generated by the health care process. Computers on the other hand are able to handle large volumes of data as well as monitor patient care activities in both the acute care and ambulatory care settings. Discusses the use of computers to collect and analyse patient data so that changes and problems can be identified. In addition, computer models for reminding physicians to order appropriate preventive health measures for their patients are presented. Concludes that the use of computers to augment quality improvement is essential if the quality of patient care and health promotion are to be improved.
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K.A. Van Peursem, M.J. Prat and S.R. Lawrence
A bewildering variety of performance measures and indicators inhealth management is evident in the literature and in practice. Reviewsmeasures useful for health management…
Abstract
A bewildering variety of performance measures and indicators in health management is evident in the literature and in practice. Reviews measures useful for health management performance accountability, and expands on the traditional notion of health performance measures to incorporate nominal and ordinal measures. The research is performed in the interest of stimulating discussion in the public domain and with the intent of expanding current notions of the term “performance indicator”. Develops a comprehensive framework from measurement and accountability theory, and the medical management, accounting and accountability literatures are reviewed. Highlights the importance of using non‐ratio measures to capture outcomes, structure and processes influenced by management; and suggests that disclosures which include measures from all elements of the framework would most closely account for management activity.
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The dates for the conference of the International Federation for Documentation to be held in London in September 1961 have now been settled finally. They differ slightly from…
Abstract
The dates for the conference of the International Federation for Documentation to be held in London in September 1961 have now been settled finally. They differ slightly from those already notified to members of Aslib, who are now requested to note that the first public session will take place at 2.30 p.m. on Tuesday 12th September. The last public session will take place during the afternoon of Friday 15th September and it is hoped to arrange a conference dinner on the evening of the same day. Aslib members who are making early reservations of accommodation in London for the conference should make a special note of this timetable.
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act…
Abstract
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:
Yuliansyah Yuliansyah, Ashfaq Ahmad Khan and Arief Fadhilah
The impact of a firm’s strategic performance measurement system (SPMS) on its customer-focused strategy, under varying contexts, has largely been documented in the literature…
Abstract
Purpose
The impact of a firm’s strategic performance measurement system (SPMS) on its customer-focused strategy, under varying contexts, has largely been documented in the literature. However, the system’s capacity to positively influence the firm strategy through its impact on the firm’s peculiar internal and external capabilities, in the peculiar context of the developing countries’ financial services sector, has so far skipped a thorough academic enquiry. This study, using Indonesia’ financial services sector as its ‘site’, aims to fill this void in the literature.
Design/methodology/approach
The authors gleaned the study’s empirical data from financial services sector firms using survey questionnaire and analyzed it using SmartPLS. A total of 107 valid responses from management members of different financial services sector firms in Indonesia were deemed useable.
Findings
The study findings support the paper’s main thesis. The findings revealed that the strategic PMS contributes to enhancing firms’ market orientation and robustness by positively contributing to their customer-focused strategy from three distinct dimensions – competitors, customers and organizational learning.
Research limitations/implications
The authors posit that an effective customer-focused strategy can be accomplished by purposefully adapting the focus of the firm’s strategic PMS to positively influence the organizational learning, which subsequently translates into the firm’s high competitiveness in the marketplace.
Originality/value
The unexplored link between the SPMS, firm’s internal and external capabilities and customer-focused strategy in the particular context of a developing country’s financial services sector will not only fill the current void in the literature but also instigate a new academic debate. The study will also contribute to the management accounting practice in service firms in the developing countries context.
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Begum Sayeda, Chandrasekharan Rajendran and Prakash Sai Lokachari
The purpose of this paper is to explore the adoption of quality management practices in engineering educational institutions (EEIs) in India from management's perspective.
Abstract
Purpose
The purpose of this paper is to explore the adoption of quality management practices in engineering educational institutions (EEIs) in India from management's perspective.
Design/methodology/approach
A questionnaire was developed based on a literature review of research in quality management and based on the responses of the pilot survey among the senior faculty/management. The psychometric properties of this instrument were examined using tests of reliability and validity. Correlation and multiple regression analyses were used to analyze the impact of the total quality management (TQM) dimensions on institutional performance (effectiveness).
Findings
Findings highlight 27 critical factors/dimensions of quality management, which analyzed the relationship between TQM dimensions and institutional performance, which has been formulated using five dimensions. Positive and significant relationships among the TQM dimensions and institutional performance have been observed.
Research limitations/implications
Results of the study are dependent on the profile and number of the respondents, i.e. on the perceptions of the management.
Practical implications
The paper proposes a model for achieving institutional excellence from the macro perspective of the management. Two critical factors, i.e. healthy innovative practices and feeder institution partnership have been identified as key enablers in the paper. Institutional performance (effectiveness), as a holistic construct, has been measured by five measures of performance, institution reputation and image, infrastructure quality, faculty excellence, research and industry exposure and stakeholders' satisfaction. The instrument developed can be used as a self‐assessment tool in continuously measuring the overall performance of the institution's processes and systems.
Originality/value
The paper focuses on EEIs. It evolved a holistic framework for institutional effectiveness and formulated a comprehensive instrument with respect to management's perceptions on quality management issues. The paper also identified five critical factors to measure institutional performance and 27 dimensions of TQM in the context of EEIs.