Click here to download

The efficacy of performance management system in healthcare. A literature review and research perspectives
Journal Title: MANAGEMENT CONTROL 
Author/s: Laura Mariani, Marco Tieghi, Sabrina Gigli 
Year:  2016 Issue: Language: English 
Pages:  20 Pg. 97-116 FullText PDF:  429 KB
DOI:  10.3280/MACO2016-003006
(DOI is like a bar code for intellectual property: to have more infomation:  clicca qui   and here 


The aim of this paper is to assess and systemize the antecedents of Performance Management Systems (PMSs) effectiveness, highlighting under which conditions, PMSs are able to produce the expected results in healthcare organizations. Through a literature review by keywords research of the papers on PMSs effectiveness in healthcare, the condition affecting PMSs effectiveness have been summarized. Such conditions refers to PMSs’ architectural elements, organizational context, and implementation approach. Their impact on PMSs effectiveness is measured in terms of their ability in orienting behaviours, and in terms of organizational performance improvement. The results of this literature review highlight how public policies can be implemented with the aim improve the effectiveness of PMS in healthcare through the promotion of both a culture of evaluation among caregivers, and the acceptance of PMS at individual organization level, as well as through the reduction of the knowing-doing gap between management scientists and healthcare professionals.
Keywords: Performance management system, Effectiveness of performance system, Healthcare, Performance measurement, Hospital, Primary care, Literature review.

  1. Arrow K. (1963), Uncertainty and the welfare economics of medical care, American Economic Review; 53, pp. 941–973.
  2. Aristovnik A. (2015), Regional Performance Measurement of Healthcare Systems in the EU: A Non-parametric Approach, Lex Localis, 13(3), 579.
  3. , 10.4335/13.3.579-593(2015)DOI: 10.4335/13.3.579-593(2015)
  4. Aryankhesal A., Sheldon T.A., Mannion R. (2013), Role of pay-for-performance in a hospital performance measurement system: a multiple case study in Iran, Health Policy and Planning, 28(2), pp. 206-14.
  5. Aryankhesal A., et al. (2015), The dysfunctional consequences of a performance measurement system: the case of the Iranian national hospital grading programme, Journal of health services research & policy 20.3, pp. 138-145., 10.1177/1355819615576252DOI: 10.1177/1355819615576252
  6. Bai G., Sylvia H.H. and Ranjani K. (2014), Accounting Performance and Capacity Investment Decisions: Evidence from California Hospitals, Decision Sciences 45.2, pp. 309-339.
  7. Bevan G. (2010), Performance Measurement of "Knights" and "Knaves": Differences in Approaches and Impacts in British Countries after Devolution, Journal of Comparative Policy Analysis, 12(1-2), pp. 33-56.
  8. Calciolari S, Cantu E, Fattore G. (2011), Performance management and goal ambiguity: Managerial implications in a single payer system, Health Care Management Review, 36(2), pp.164-74.
  9. Chang W-C., Tung Y-C., Huang C-H., Yang M-C.. (2008), Performance improvement after implementing the Balanced Scorecard: A large hospital's experience in Taiwan, Total Quality Management & Business Excellence, 19(11), pp.1143-54.
  10. Chiucchi M.S., Gatti M., Marasca S. (2012), The relationship between management accounting Does the organizational life cycle affect the management accounting system and ERP systems in a medium-sized firm: a bidirectional perspective, Management Control, Suppl. 3, pp. 39-65., 10.3280/MACO2013-SU3003DOI: 10.3280/MACO2013-SU3003
  11. Cicek M.C., Koksal G., Ozdemirel N.E. (2005), A team performance measurement model for continuous improvement, Total Quality Management & Business Excellence, 16(3), pp. 331-49.
  12. Coop C.F. (2006), Balancing the balanced scorecard for a New Zealand mental health service, Australian health review: a publication of the Australian Hospital Association, 30(2), pp.174-80.
  13. De Bont A., Grit K. (2012), Unexpected advantages of less accurate performance measurements. How simple prescription data works in a complex setting regarding the use of medications, Public Administration, 90(2), pp. 497-510.
  14. Demartini C. and Mella P. (2014), Beyond feedback control: the interactive use of performance management systems. Implications for process innovation in Italian healthcare organizations, The International journal of health planning and management, 29(1), pp. 1-30.
  15. Döring H., Downe J., & Martin S. (2015), Regulating public services: how public managers respond to external performance assessment, Public Administration Review, 75(6), pp. 867-877.
  16. Ei-Jardali F., Saleh S., Ataya N., Jamal D. (2011), Design, implementation and scaling up of the balanced scorecard for hospitals in Lebanon: Policy coherence and application lessons for low and middle income countries, Health Policy, 103(2-3), pp. 305-14.
  17. Elg M., Kollberg B. (2012), Conditions for reporting performance measurement, Total Quality Management & Business Excellence, 23(1), pp. 63-77.
  18. Fottler M.D., Erickson E., Rivers PA. (2006), Bringing human resources to the table: Utilization of an HR balanced scorecard at Mayo Clinic, Health Care Management Review, 31(1), pp. 64-72.
  19. Givan R.K. (2005), Seeing stars: Human resources performance indicators in the National Health Service, Personnel Review, 34(6), pp. 634-47., 10.1108/00483480510623439DOI: 10.1108/00483480510623439
  20. Greener I. (2005), Health management as strategic behaviour - Managing medics and performance in the NHS, Public Management Review, 7(1), pp. 95-110.
  21. , 10.1080/1471903042000339437DOI: 10.1080/1471903042000339437
  22. Groene O., Klazinga N., Kazandjian V., Lombrail P., Bartels P. (2008), The world health organization performance assessment tool for quality improvement in hospitals (PATH): An analysis of the pilot implementation in 37 hospitals, International Journal for Quality in Health Care, 20(3), pp. 155-61.
  23. Gao T. and Bruce G. (2014), Meeting the challenge in performance management: the diffusion and implementation of the balanced scorecard in Chinese hospitals, Health policy and planning.
  24. Helm C., Holladay C.L., Tortorella F.R. (2007), The performance management system: Applying and evaluating a pay-for-performance initiative, Journal of Healthcare Management, 52(1), pp. 49-62.
  25. Hysong S.J., Khan M.M., Petersen L.A. (2011), Passive Monitoring Versus Active Assessment of Clinical Performance Impact on Measured Quality of Care, Medical Care, 49(10), pp. 883-90.
  26. Jacobs R., Goddard M., Smith P.C. (2005), How robust are hospital ranks based on composite performance measures? Medical Care, 43(12), pp. 1177-84.
  27. Josey C., Kim I.W. (2008), Implementation of the balanced scorecard at Barberton Citizens Hospital J Corp, Account Finance, 19(3), pp. 57-63.
  28. Kaplan R.S, Norton D.P. (2004), Strategy maps: Converting intangible assets into tangible outcomes, Boston, Harvard Business Press.
  29. Kaplan R.S., Norton D.P. (1996), The Balanced Scorecard: Translating Strategy into Action. Boston, M.A., Harvard Business School Press.
  30. Kim Y. & Kang M. (2016), The Performance Management System of the Korean Healthcare Sector: Development, Challenges, and Future Tasks, Public Performance & Management Review, 39(2), pp. 297-315.
  31. Kosel K., Gelinas L., Paxson C. (2007), Nursing measures - Implementation considerations: Lessons learned from the field, Medical Care Research and Review, 64(2), pp. 82-103.
  32. Leggat S.G., Bartram T., Stanton P. (2005), Performance monitoring in the Victorian health care system: an exploratory study, Australian health review: a publication of the Australian Hospital Association, 29(1), pp. 17-24.
  33. Li H., Barsanti S., Bonini A. (2012), Building China's municipal healthcare performance evaluation system: a Tuscan perspective, International Journal for Quality in Health Care, 24(4), pp. 403-10.
  34. Loeb J.M. (2004), The current state of performance measurement in health care, International Journal for Quality in Health Care, 16, pp. 5-9.
  35. Lorden A., Coustasse A., Singh K.P. (2008), The balanced scorecard framework - A case study of patient and employee satisfaction: What happens when it does not work as planned? Health Care Management Review, 33(2), pp.145-55.
  36. Luo C-MA., Chang H-F., Su C-H. (2012), ‘Balanced Scorecard’ as an operation-level strategic planning tool for service innovation, Service Industries Journal, 32(12), pp.1937-56.
  37. Marchi L. (2011), Integrazione pubblico-privato su metodologie e strumenti di controllo gestionale, Management Control, 2, pp. 5-8., 10.3280/MACO2011-002001DOI: 10.3280/MACO2011-002001
  38. Mears A., Webley P. (2010), Gaming of performance measurement in health care: parallels with tax compliance, Journal of Health Services Research & Policy, 15(4), pp. 236-42.
  39. Micheli P., Neely A. (2010), Performance Measurement in the Public Sector in England: Searching for the Golden Thread. Public Administration Review, 70(4), pp. 591-600.
  40. Miller E.A., Doherty J., Nadash P. (2013), Pay for Performance in Five States: Lessons for the Nursing Home Sector, Public Administration Review, 73, pp. 153-63.
  41. Miraglia R.A. (2012), Editoriale. Nuove tendenze nei sistemi di controllo e di misurazione delle performance, Management Control, 2, pp. 5-14.
  42. , 10.3280/MACO2012-002001DOI: 10.3280/MACO2012-002001
  43. Naranjo-Gil D. (2009), Strategic performance in hospitals: The use of the balanced scorecard by nurse managers, Health Care Management Review, 34(2), pp. 161-70.
  44. Needleman J., Kurtzman E.T., Kizer K.W. (2007), Performance measurement of nursing care - State of the science and the current consensus, Medical Care Research and Review, 64(2), pp.10-43., 10.1177/1077558707299260DOI: 10.1177/1077558707299260
  45. Neely A. (2005), The evolution of performance measurement research: developments in the last decade and a research agenda for the next, International Journal of Operations & Production Management, 25(12), pp. 1264-1277., 10.1108/01443570510633648DOI: 10.1108/01443570510633648
  46. Neely A., Gregory M., Platts K. (1995), Performance measurement system design: a literature review and research agenda, International journal of operations & production management, 15(4), pp. 80-116., 10.1108/01443579510083622DOI: 10.1108/01443579510083622
  47. Paranjape B., Rossiter M., Pantano V. (2006), Performance measurement systems: successes, failures and future–a review, Measuring Business Excellence, 10(3), pp. 4-14.
  48. , 10.1108/13683040610685748DOI: 10.1108/13683040610685748
  49. Pfeffer J., Sutton R.I. (2000), The knowing-doing gap. Harvard Business School Press. Boston, Mass.
  50. Preskill H., Torres R.T. (1999), Building capacity for organizational learning through evaluative inquiry, Evaluation 5(1), pp. 42-60., 10.1177/135638909900500104DOI: 10.1177/135638909900500104
  51. Rabbani F, Lalji S.N.H., Abbas F., Jafri S.M.W., Razzak J.A., Nabi N. (2011), Understanding the context of Balanced Scorecard Implementation: a hospital-based case study in Pakistan, Implementation Science., 10.1186/1748-5908-6-31DOI: 10.1186/1748-5908-6-31
  52. Ryan A.M., Doran T. (2012), The Effect of Improving Processes of Care on Patient Outcomes Evidence From the United Kingdom's Quality and Outcomes Framework, Medical Care, 50(3), pp. 191-9.
  53. Sanderson I. (2001), Performance management, evaluation and learning in ‘modern’ local government, Public Administration, 79(2), pp. 297-313., 10.1111/1467-9299.00257DOI: 10.1111/1467-9299.00257
  54. Shin M.H., Sullivan J.L., Rosen A.K., Solomon J.L., Dunn E.J., Shimada S.L., Hayes J. and Rivard P.E. (2014), Examining the Validity of AHRQ’s Patient Safety Indicators (PSIs) Is Variation in PSI Composite Score Related to Hospital Organizational Factors?. Medical Care Research and Review.
  55. Schreiber R., Crooks D., Stern P.N. (1997), Qualitative meta-analysis, Completing a qualitative project: Details and dialogue, pp. 311-326., 10.1177/1049732304269888DOI: 10.1177/1049732304269888
  56. Silvi R., Bartolini M., Raffoni A., Visani F. (2012), Business Performance Analytics: level of adoption and support provided to Performance Measurement Systems, Management Control, Suppl. 3, pp. 117-142., 10.3280/MACO2013-SU3006DOI: 10.3280/MACO2013-SU3006
  57. Smith P.C. (2005), Performance measurement in health care: History, challenges and prospects, Public Money & Management, 25(4), pp. 213-20.
  58. Smith P.C. (2015), Performance management: the clinician’s tale, Health Economics, Policy and Law, 10(03), pp. 357-360., 10.1017/S1744133114000474DOI: 10.1017/S1744133114000474
  59. Teelken C. (2008), The intricate implementation of performance measurement systems: exploring developments in professional-service organizations in the Dutch non-profit sector, International Review of Administrative Sciences, 74(4), pp. 615-35.
  60. Van der Voort H., Kerpershoek E. (2010), Measuring measures: introducing performance measurement in the Dutch health care sector, Public Money & Management, 30(1):63-8.
  61. Van der Wees P.J., Nijhuis-Van der Sanden M.W., Ayanian J.Z., Black N., Western G.P. & Schneider E.C. (2014), Integrating the Use of Patient–Reported Outcomes for Both Clinical Practice and Performance Measurement: Views of Experts from 3 Countries, The Milbank Quarterly, pp. 754-775., 10.1111/1468-0009.12091DOI: 10.1111/1468-0009.12091
  62. Walshe K., Smith J. (2011), Healthcare management, London, McGraw-Hill International.
  63. Werner R.M., Bradlow E.T., Asch D.A. (2008), Does hospital performance on process measures directly measure high quality care or is it a marker of unmeasured care? Health Services Research, 43(5), pp. 1464-84.

Laura Mariani, Marco Tieghi, Sabrina Gigli, in "MANAGEMENT CONTROL" 3/2016, pp. 97-116, DOI:10.3280/MACO2016-003006

   

FrancoAngeli is a member of Publishers International Linking Association a not for profit orgasnization wich runs the CrossRef service, enabing links to and from online scholarly content