Exploring the efficacy of healthcare quality practices, employee commitment, and employee control |
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| Authors: | Charles R Gowen III Kathleen L Mcfadden Jenny M Hoobler William J Tallon |
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| Institution: | aDepartment of Management, Northern Illinois University, DeKalb, IL 60115, USA;bDepartment of Operations Management and Information Systems, Northern Illinois University, DeKalb, IL 60115, USA;cDepartment of Managerial Studies, University of Illinois at Chicago, Chicago, IL 60607, USA;dCollege of Business, Northern Illinois University, DeKalb, IL 60115, USA |
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| Abstract: | This exploratory study examines healthcare quality program practices, employee commitment and control initiatives, and perceived results by surveying the directors of hospital quality programs. U.S. hospitals are renowned to be among the highest in quality, but recent studies assert that the majority of error-related deaths per year are preventable. In response, healthcare organizations have adopted quality management programs. Employee commitment and control theories propose that employee initiatives are critical to patient safety. However, little research has focused on the efficacy of employee commitment and control initiatives for quality programs at healthcare organizations. This study examines the responses from Quality and Risk Directors of 372 U.S. hospitals. The results of structural equation modeling (SEM) demonstrate that perceived quantitative and qualitative quality program results are more highly related to employee commitment and control initiatives than they are related to quality practices. |
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| Keywords: | Commitment theory Control theory Healthcare operations Quality management Patient safety initiatives |
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