Research Paper About Managerial Staff

These managers are in a prime position to mandate policy, systems, procedures and organisational climates.

Accordingly, many have argued that it is evident that healthcare managers possess an important and obvious role in quality of care and patient safety and that it is one of the highest priorities of healthcare managers.1–3 In line with this, there have been calls for Boards to take responsibility for quality and safety outcomes.4 5 One article warned hospital leaders of the dangers of following in the path of bankers falling into recession, constrained by their lack of risk awareness and reluctance to take responsibility.6 To add to the momentum are some high profile publicity of hospital management failures affecting quality and safety, eliciting strong instruction for managerial leadership for quality at the national level in some countries.7 8Beyond healthcare, there is clear evidence of managerial impact on workplace safety.9–12 Within the literature on healthcare, there are non-empirical articles providing propositions and descriptions on managerial attitudes and efforts to improve safety and quality.

” The specific review research questions are as follows: Quality of care and patient safety were defined on the basis of widely accepted definitions from the Institute of Medicine (IOM) and the Agency for Healthcare Research and Quality Patient Safety Network (AHRQ PSN).

IOM define quality in healthcare as possessing the following dimensions: safe, effective, patient-centred, timely, efficient and equitable.4 They define patient safety simply as “the prevention of harm to patients”,24 and AHRQ define it as “freedom from accidental or preventable injuries produced by medical care.”25 Literature was searched for all key terms associated with quality and patient safety to produce an all-encompassing approach.

Eligible articles were those that described or tested managerial roles pertaining to quality and safety in the hospital setting.

Part of the search strategy was based on guidance by Tanon .28 EMBASE, MEDLINE, Health Management Information Consortium (HMIC) and PSYCHINFO databases were searched.

A manager was defined as an employee who has subordinates, oversees staff, is responsible for staff recruitment and training, and holds budgetary accountabilities.

Therefore, all levels of managers including Boards of managers were included in this review with the exception of clinical frontline employees, e.g.

The search strategy covered three facets: management, quality of care and the hospital setting comprising medical subject headings and key terms.Additional limits placed on the search strategy restricted study participants to human and the language to English.The search strategy identified 15 447 articles after duplicates had been removed.However, there is a dearth of empirical studies, further weakened by a lack of objective outcome measures and little examination of actual actions undertaken.We present a model to summarise the conditions and activities that affect quality performance.chief executive officers (CEOs) may sit on hospital Boards), we aim to present senior and Board level managers separately due to the differences in their responsibilities and position.Only managers who would manage within or govern hospitals were included, with the exclusion of settings that solely served mental health or that comprised solely of non-acute care community services (in order to keep the sample more homogenous).The definition of ‘role’ focused on actual engagement, time spent and activities that do or did occur rather than those recommended that should or could occur.Literature was reviewed between 1 January 1983 and 1 November 2010.Results The majority of studies were set in the USA and investigated Board/senior level management.The most common research designs were interviews and surveys on the perceptions of managerial quality and safety practices.

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