Hospital performance: Competing or shared values?
Abstract Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting : Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study...
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| Veröffentlicht in: | Health policy (Amsterdam) 2008-07, Vol.87 (1), p.8-19 |
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| creator | Minvielle, Etienne Sicotte, Claude Champagne, François Contandriopoulos, André-Pierre Jeantet, Marine Préaubert, Nathalie Bourdil, Annie Richard, Christian |
| description | Abstract Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting : Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design : A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. A reason for this could be the need to form a more united front in the face of recent reforms. This common emphasis on professional and public service values could be the basis for formulating management priorities in teaching hospitals in order to improve performance. |
| doi_str_mv | 10.1016/j.healthpol.2007.09.017 |
| format | Article |
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Methods Study setting : Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design : A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. A reason for this could be the need to form a more united front in the face of recent reforms. This common emphasis on professional and public service values could be the basis for formulating management priorities in teaching hospitals in order to improve performance.</description><identifier>ISSN: 0168-8510</identifier><identifier>EISSN: 1872-6054</identifier><identifier>DOI: 10.1016/j.healthpol.2007.09.017</identifier><identifier>PMID: 18035448</identifier><language>eng</language><publisher>Ireland: Elsevier Ireland Ltd</publisher><subject>Attitude of Health Personnel ; Attitudes ; Business administration ; Carers ; Doctors ; Efficiency, Organizational ; Financial performance ; Health administration ; Hospital Administrators - psychology ; Hospital management ; Hospitals, Teaching - standards ; Humanities and Social Sciences ; Humans ; Internal Medicine ; Interviews as Topic ; Life Sciences ; Multiple stakeholders ; Nursing Staff, Hospital - psychology ; Organizational Case Studies ; Organizational performance ; Paris ; Physicians - psychology ; Santé publique et épidémiologie ; Shared values ; Social Values ; Stakeholders ; Stockholders ; Surveys and Questionnaires ; Teaching hospital ; Teaching hospitals</subject><ispartof>Health policy (Amsterdam), 2008-07, Vol.87 (1), p.8-19</ispartof><rights>Elsevier Ireland Ltd</rights><rights>2007 Elsevier Ireland Ltd</rights><rights>Attribution - NonCommercial</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c633t-a67b6c04405f758c6acc759935f4af1c89a8f2bdefb6fcf44fa2ae19ee6086193</citedby><cites>FETCH-LOGICAL-c633t-a67b6c04405f758c6acc759935f4af1c89a8f2bdefb6fcf44fa2ae19ee6086193</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://dx.doi.org/10.1016/j.healthpol.2007.09.017$$EHTML$$P50$$Gelsevier$$H</linktohtml><link.rule.ids>230,314,778,782,883,3539,3996,27913,27914,30989,45984</link.rule.ids><backlink>$$Uhttps://www.ncbi.nlm.nih.gov/pubmed/18035448$$D View this record in MEDLINE/PubMed$$Hfree_for_read</backlink><backlink>$$Uhttp://econpapers.repec.org/article/eeehepoli/v_3a87_3ay_3a2008_3ai_3a1_3ap_3a8-19.htm$$DView record in RePEc$$Hfree_for_read</backlink><backlink>$$Uhttps://cnrs.hal.science/hal-03477095$$DView record in HAL$$Hfree_for_read</backlink></links><search><creatorcontrib>Minvielle, Etienne</creatorcontrib><creatorcontrib>Sicotte, Claude</creatorcontrib><creatorcontrib>Champagne, François</creatorcontrib><creatorcontrib>Contandriopoulos, André-Pierre</creatorcontrib><creatorcontrib>Jeantet, Marine</creatorcontrib><creatorcontrib>Préaubert, Nathalie</creatorcontrib><creatorcontrib>Bourdil, Annie</creatorcontrib><creatorcontrib>Richard, Christian</creatorcontrib><title>Hospital performance: Competing or shared values?</title><title>Health policy (Amsterdam)</title><addtitle>Health Policy</addtitle><description>Abstract Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting : Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design : A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. A reason for this could be the need to form a more united front in the face of recent reforms. This common emphasis on professional and public service values could be the basis for formulating management priorities in teaching hospitals in order to improve performance.</description><subject>Attitude of Health Personnel</subject><subject>Attitudes</subject><subject>Business administration</subject><subject>Carers</subject><subject>Doctors</subject><subject>Efficiency, Organizational</subject><subject>Financial performance</subject><subject>Health administration</subject><subject>Hospital Administrators - psychology</subject><subject>Hospital management</subject><subject>Hospitals, Teaching - standards</subject><subject>Humanities and Social Sciences</subject><subject>Humans</subject><subject>Internal Medicine</subject><subject>Interviews as Topic</subject><subject>Life Sciences</subject><subject>Multiple stakeholders</subject><subject>Nursing Staff, Hospital - psychology</subject><subject>Organizational Case Studies</subject><subject>Organizational performance</subject><subject>Paris</subject><subject>Physicians - psychology</subject><subject>Santé publique et épidémiologie</subject><subject>Shared values</subject><subject>Social Values</subject><subject>Stakeholders</subject><subject>Stockholders</subject><subject>Surveys and Questionnaires</subject><subject>Teaching hospital</subject><subject>Teaching hospitals</subject><issn>0168-8510</issn><issn>1872-6054</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2008</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><sourceid>X2L</sourceid><sourceid>7QJ</sourceid><recordid>eNqNkk2LE0EQhgdR3Lj6FzQnwUNi9cf0hweXENyNEPCgnptOp9rpOJMeuyeB_Ht7SMiCl_VQXVD9vMULb1XVOwJzAkR83M0btO3Q9LGdUwA5Bz0HIp9VE6IknQmo-fNqUkg1UzWBm-pVzjsoIGPiZXVDFLCaczWpyCrmPgy2nfaYfEyd3Tv8NF3Grsch7H9NY5rmxibcTo-2PWC-e1298LbN-ObSb6uf919-LFez9beHr8vFeuYEY8PMCrkRDjiH2staOWGdk7XWrPbceuKUtsrTzRb9RnjnOfeWWiQaUYASRLPb6sN5b2Nb06fQ2XQy0QazWqzNOAPGpQRdH0lh35_ZPsU_xeRgupAdtq3dYzxkI0FKykE9CdaSSqg1exJkQlMQhBdQnkGXYs4J_dUrATNmZXbmmpUZszKgTcmqKB_OyoQ9uqsMERssbDBHw6yS5TmVKkpVWihFSvXjnyHaNENXNr29mD1sOtw-OrjEXIDFGcAS2DFgMtkFLElvQ0I3mG0M_2H38z87XBv2wdn2N54w7-Ih7cs9GGIyNWC-j8c33h5IAEo5ZX8BAWXVSA</recordid><startdate>20080701</startdate><enddate>20080701</enddate><creator>Minvielle, Etienne</creator><creator>Sicotte, Claude</creator><creator>Champagne, François</creator><creator>Contandriopoulos, André-Pierre</creator><creator>Jeantet, Marine</creator><creator>Préaubert, Nathalie</creator><creator>Bourdil, Annie</creator><creator>Richard, Christian</creator><general>Elsevier Ireland Ltd</general><general>Elsevier</general><scope>CGR</scope><scope>CUY</scope><scope>CVF</scope><scope>ECM</scope><scope>EIF</scope><scope>NPM</scope><scope>DKI</scope><scope>X2L</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope><scope>7QJ</scope><scope>7X8</scope><scope>1XC</scope><scope>BXJBU</scope><scope>IHQJB</scope><scope>VOOES</scope></search><sort><creationdate>20080701</creationdate><title>Hospital performance: Competing or shared values?</title><author>Minvielle, Etienne ; Sicotte, Claude ; Champagne, François ; Contandriopoulos, André-Pierre ; Jeantet, Marine ; Préaubert, Nathalie ; Bourdil, Annie ; Richard, Christian</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c633t-a67b6c04405f758c6acc759935f4af1c89a8f2bdefb6fcf44fa2ae19ee6086193</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2008</creationdate><topic>Attitude of Health Personnel</topic><topic>Attitudes</topic><topic>Business administration</topic><topic>Carers</topic><topic>Doctors</topic><topic>Efficiency, Organizational</topic><topic>Financial performance</topic><topic>Health administration</topic><topic>Hospital Administrators - psychology</topic><topic>Hospital management</topic><topic>Hospitals, Teaching - standards</topic><topic>Humanities and Social Sciences</topic><topic>Humans</topic><topic>Internal Medicine</topic><topic>Interviews as Topic</topic><topic>Life Sciences</topic><topic>Multiple stakeholders</topic><topic>Nursing Staff, Hospital - psychology</topic><topic>Organizational Case Studies</topic><topic>Organizational performance</topic><topic>Paris</topic><topic>Physicians - psychology</topic><topic>Santé publique et épidémiologie</topic><topic>Shared values</topic><topic>Social Values</topic><topic>Stakeholders</topic><topic>Stockholders</topic><topic>Surveys and Questionnaires</topic><topic>Teaching hospital</topic><topic>Teaching hospitals</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Minvielle, Etienne</creatorcontrib><creatorcontrib>Sicotte, Claude</creatorcontrib><creatorcontrib>Champagne, François</creatorcontrib><creatorcontrib>Contandriopoulos, André-Pierre</creatorcontrib><creatorcontrib>Jeantet, Marine</creatorcontrib><creatorcontrib>Préaubert, Nathalie</creatorcontrib><creatorcontrib>Bourdil, Annie</creatorcontrib><creatorcontrib>Richard, Christian</creatorcontrib><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>RePEc IDEAS</collection><collection>RePEc</collection><collection>CrossRef</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>MEDLINE - Academic</collection><collection>Hyper Article en Ligne (HAL)</collection><collection>HAL-SHS: Archive ouverte en Sciences de l'Homme et de la Société</collection><collection>HAL-SHS: Archive ouverte en Sciences de l'Homme et de la Société (Open Access)</collection><collection>Hyper Article en Ligne (HAL) (Open Access)</collection><jtitle>Health policy (Amsterdam)</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Minvielle, Etienne</au><au>Sicotte, Claude</au><au>Champagne, François</au><au>Contandriopoulos, André-Pierre</au><au>Jeantet, Marine</au><au>Préaubert, Nathalie</au><au>Bourdil, Annie</au><au>Richard, Christian</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Hospital performance: Competing or shared values?</atitle><jtitle>Health policy (Amsterdam)</jtitle><addtitle>Health Policy</addtitle><date>2008-07-01</date><risdate>2008</risdate><volume>87</volume><issue>1</issue><spage>8</spage><epage>19</epage><pages>8-19</pages><issn>0168-8510</issn><eissn>1872-6054</eissn><abstract>Abstract Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting : Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design : A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. 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| subjects | Attitude of Health Personnel Attitudes Business administration Carers Doctors Efficiency, Organizational Financial performance Health administration Hospital Administrators - psychology Hospital management Hospitals, Teaching - standards Humanities and Social Sciences Humans Internal Medicine Interviews as Topic Life Sciences Multiple stakeholders Nursing Staff, Hospital - psychology Organizational Case Studies Organizational performance Paris Physicians - psychology Santé publique et épidémiologie Shared values Social Values Stakeholders Stockholders Surveys and Questionnaires Teaching hospital Teaching hospitals |
| title | Hospital performance: Competing or shared values? |
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