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Source publication
Purpose
The purpose of this paper is to examine and discuss the effects of quality management in the health care sector and the general effects of quality management on the health of the employees.
Design/methodology/approach
The empirical basis consists of three case studies in one industrial manufacturing company and two hospitals. The empirical...
Context in source publication
Citations
... The results showed that the implementation of infrastructure practices based on human resources (staff focus) at the PHC in Jambi Province had done quite well, an average of 62.17% to improve the ability of the human resources of the health center in order to achieve better service quality. This is in line with previous studies which concluded that to achieve success, an organization must focus on human resources (HR) as a quality management practice (Fening, 2012;Lagrosen et al., 2007;Manjunath et al., 2007). Its relation to strategic policies in an effort to improve the quality of health center services. ...
... Hospitals are partly focused on quality system documentation, cyclical improvement system and education, but patient participation has been neglected in all three countries Dargahi, Rezaiian, 2007. A significant correlation was found between employee knowledge, their behaviour, work-related activities and quality system Lagrosen, Backstrom, Lagrosen, 2007. Quality system requires leadership commitment in order to function successfully. ...
The quality of service in the public health sector is an essential aspect that influences patient satisfaction. Providing quality in public health sector means delivering health service in an affordable, safe and effective manner, with minimal risk and harm for patients. In other words, it means fulfilling patients’ needs and surpassing their expectations. In order to provide patients with good-quality and satisfactory service, many public health organizations implement quality standards that contribute with many benefits and advantages, among which employee satisfaction stands out. The objective of the research was to evaluate the attitude of employees in public health institutes towards the dimensions of job satisfaction and their perception of the level of TQM implementation, with regard to the employees’ sociodemographic characteristics. In order to achieve this objective, ANOVA was used to test the hypotheses and determine the difference between observed sociodemographic characteristics with regard to the dimensions of job satisfaction and the application of TQM principles in research. Beside that, correlation coefficient was used to test the connection between overall job satisfaction and the level of TQM implementation (overall TQM principles). The findings suggest that level of education and the length of service have a significant effect on the differences in assessments among employees, while position in the workplace affects within certain dimensions of job satisfaction, as well as within their perception of the TQM implementation. Results have also shown that there is a statistically significant relationship between job satisfaction and the level of implementation of TQM principles. The present study provides valuable guidelines for public health sector managers since the results of the research indicate the level of perception of the implementation of TQM principles and job satisfaction dimensions with which employees are the most and the least satisfied, thus pointing out to management in public health sector institutions the areas in which certain improvement measures should be implemented. As this study focuses specifically on Institutes of Public Health, future research could be expanded to encompass other public health institutions such as hospitals and private clinics as well as other sectors.
... In previous research, quality management has been shown to be related to workplace health Lagrosen, 2006;Lagrosen et al., 2007;Lagrosen et al., 2010;. However, the associations between quality management and workplace stress have not yet been examined. ...
... Interestingly, a stream of research has identified associations between quality management and workplace health (Lagrosen, 2006). Particularly the values have been found to be connected with workplace health (Lagrosen et al., 2007) and mechanisms of this have been further explored (Lagrosen et al., 2010). The research shows that employees who experience that the values presented above are present in the organisation also have better self-reported health. ...
Stress and bullying create severe pressure on workplace health. Although the connection between quality management and health is beginning to be well established, the association to workplace stress and workplace bullying has not been previously studied. The purpose of the paper is to examine associations between quality management values, workplace health and workplace stress.
A questionnaire based on theory and previous research was constructed and delivered to a sample of Swedish secondary school teachers. The questionnaire included previously developed constructs of quality management values and workplace health. In addition, constructs measuring stress, demand, control and bullying were included. Correlation analyses and cluster analysis were carried out.
The findings confirm the connection between quality management and workplace health that previous research has identified. In addition, the results indicate that quality management can increase the level of control that the employees have over their work situation, thereby alleviating some of the effects of workplace stress. Furthermore, the results show an association between quality management and workplace bullying. Moreover, control but not demand was found to be related to workplace health. Four clusters of employees with different quality management, stress and health profiles were identified.
... • LSS and CE are heavily associated with manufacturing practices and associated sectors due to waste minimisation and resource orientations. Although the QM and SCM philosophies also originated from and were highly influenced by a similar background (manufacturing and its subsidiaries), these approaches are now widely adopted in and are applicable to a wide range of other sectors including the service (Cho et al., 2012;Hasan and Kerr, 2003), construction (Arditi and Gunaydin, 1997;Vrijhoef and Koskela, 2000), education (Lau, 2007;Mergen et al., 2000), healthcare (Berwick et al., 1991;Lagrosen et al., 2007;de Vries and Huijsman, 2011) and ...
Increasing worldwide demand for products and services is applying a significant pressure on firms and supply chains operationally and financially, along with negative implications on our planet and the public. New approaches are highly required to be adopted by all members of the society, including the businesses for sustainable development. On the other hand, enabling such integration from an organisational management perspective is not straightforward, due to complexities and conflicts associated with balanced integration of economic, environmental and social agendas. Aimed towards addressing this important research requirement, a tailored conceptual framework is presented, constructed upon the synergistic principles of quality management (QM) and supply chain management (SCM) to facilitate integration of triple bottom line sustainability into business management. As the first step of the research, a systematic literature review was conducted, evidencing research gaps, and opportunities. A conceptual framework was established, and an implementation procedure to facilitate operationalisation of the framework was developed including a business diagnostic tool contribution, aiding current state maturity assessment as one of the key implementation steps. These developments were verified, validated and improved through the Delphi method, and applied at an organisation in Cyprus as the final validation step, using the action research method. Positive relationships were established and verified conceptually between the ISO 9001 principles of QM, supply chain integration principle of SCM, and organisational triple bottom line sustainability integration. The relative importance of these principles adopted in the framework were determined based on expert Delphi panel feedback. The action research demonstrated the application of the framework, outlined its contextual implementation factors, and concluded positive effects on the sustainable development of the participating organisation. Several contributions to knowledge were made, including the refinement of existing QM and SCM concepts for organisational sustainability improvement, and formulation of a practical framework including a novel diagnostic tool to facilitate integration of triple bottom line sustainability through QM and SCM. Particularly, a new management perspective was introduced with implications to many organisational managers that adopt ISO 9001 and supply chain integration principles, setting the way for extending these principles beyond their original QM and SCM agendas towards organisational sustainable development.
... There has, however, been growing recognition that the patient is an important factor to consider for SDS design and improvement (WHO, 2016;van Schoten et al., 2016). Patient centricity is increasingly engendered in a number of quality management initiatives found in healthcare contexts (Lagrosen et al., 2007;Ho Voon et al., 2014). Specifically, customer (patient) focus is a core principle of the quality management theory (Anderson et al., 1994), and an important prerequisite for the development of a service excellence culture in hospitals (Ho Voon et al., 2014;Russell et al., 2015). ...
Purpose
The purpose of this paper is to provide novel theoretical insight into service delivery system (SDS) design. To do so, this paper adopts a customer journey perspective, using it as a frame to explore dimensions of experience quality that inform design requirements.
Design/methodology/approach
This study utilises UK Patient Opinion data to analyse the stories of 200 cancer patients. Using a critical incident technique, 1,207 attributes of experience quality are generated and classified into 17 quality dimensions across five stages of the customer (patient) journey
Findings
Analysis reveals both similarity and difference in dimensions of experience quality across the patient journey: seven dimensions are common to all five journey stages, from receiving diagnosis to end of life care; ten dimensions were found to vary, present in one or several of the stages but not in all.
Research limitations/implications
Limitations include a lack of representativity of the story sample and the impossibility to verify the factual occurrence of the stories.
Practical implications
Adopting a patient journey perspective can improve practitioner understanding of the design requirements of SDS in healthcare. The results of the study can be applied by managers to configure SDS that achieve higher quality of patient care throughout the patient journey.
Originality/value
This paper extends existing literature on SDS design by adopting a customer journey perspective, revealing heterogeneity in experience quality across the customer journey currently unaccounted for in SDS design frameworks. Specifically, the findings challenge homogeneity in extant SDS design frameworks, evidencing the need for multiple, stage-specific SDS design requirements.
... In addition to the commitment and the availability of the HLM team and the employee participation, the support of the top management was crucial. As has been demonstrated by some scholars who study quality management and HLM (Dickson et al., 2009;Lagrosen et al., 2007), leadership and commitment of managers are required to achieve effectiveness and efficiency improvements. In all the analysed cases, the hospital director had previous HLM experience and he strongly believed in it. ...
Facing the current socio-economic contingency while guaranteeing a high level of care quality is particularly challenging in the field of healthcare. Through an integrated adoption of emerging managerial solutions, projects that allow organizations to achieve both efficiency and patient safety improvements could be implemented, thereby transposing policy directives towards a safer and more sustainable healthcare system. Therefore, the purpose of this paper is to investigate the features of Lean & Safety (L&S) projects. Three Health Lean Management (HLM) projects that had unexpected patient safety results were selected from the same region. Differences and similarities among the cases have been highlighted and interesting points of evidence have been noted. Despite the fact that the projects were pursuing similar objectives and benefiting from comparable support, the obtained changes had direct impact on patient safety enhancement in the cases that involved the front-office processes, and an indirect impact on patient safely for the L&S project that focused on back-office activities. The implementation processes and the Information and Communication Technologies (ICT) adoption of the cases are also different. © Universidad Alberto Hurtado, Facultad de Economía y Negocios.
... A garantia da qualidade dá-se por meio de planejamento, controle e aprimoramento de produto e serviços. Logo, as empresas precisam implementar um sistema de qualidade, de forma a manter o desempenho de seus processos, produtos e serviços (LAGROSEN; BACKSTRON;LAGROSEN, 2007). ...
Este artigo discorre sobre a importância da avaliação das questões relativas à qualidade, no tocante ao cumprimento dos requisitos estabelecidos pelo cliente, a partir das legislações vigentes, de modo a garantir sua satisfação. A preocupação com a qualidade dos alimentos implica em rigoroso acompanhamento das diferentes etapas de produção do produto, incluindo a parte documental nesse processo. Dessa forma, foi realizado um estudo de caso, com objetivo de analisar os documentos do setor de qualidade em uma empresa do ramo alimentício, implantando novas ferramentas de qualidade que auxiliassem a melhorar a qualidade dos produtos, bem como diminuir as reclamações dos clientes. Por meio das ferramentas utilizadas foram identificadas as principais causas dos problemas responsáveis pela insatisfação dos clientes. Foi realizado um plano de ação e alguns dos procedimentos de controle de qualidade foram alterados. Por fim, concluiu-se que os resultados da nova metodologia de trabalho aplicada foram satisfatórios aos clientes e a todos da organização.
Palavras-chave: Ensino. Etapas de produção. Procedimentos. Ferramentas da Qualidade. Plano de ação.
ABSTRACT
This article discusses the importance of evaluation of the issues related to quality with regard to compliance of the requirements set by the customer, ensuring his satisfaction. Concern about the quality of food involves close monitoring of different stages of the product production, including documentary part in this process. The documentary survey of the quality sector in a food company. It was possible to implement new quality tools. The main causes of the problems responsible for customer dissatisfaction were identified through the tools used. There was a plan of action where some of the procedures were changed. The results of new work methodology applied were satisfactory to both customers as well as to all people of the organization.
Keywords: Education. Production steps. Procedures. Quality tools. Action plan.
... Assessing the quality of care from different perspectives and understanding different stakeholders' views on the quality of care are important (Antonsson et al., 2012;Firbank, 2012;Tepponen, 2009;Kahanpää et al., 2006). In particular, the continuous improvement of the quality of care is based on collaborative processes (Firbank, 2012;Ekholm, 2012;Ferguson et al., 2007;Lagrosen et al., 2007). The quality of care depends on leadership and management, employees, and communication between managers and different professional groups (Mendes and Fradique, 2014). ...
... For a leader, employee recognition, communication to coordinate group activities and inspiring and encouraging service innovation are especially important (Mendes and Fradique, 2014). In addition, promoting and recognising employee engagement, empowerment and motivation as a driver of continuous quality improvement have been highlighted in previous research (Freeney and Fellenz, 2013;Antonsson et al., 2012;Ekholm, 2012;Lagrosen et al., 2007). Antonsson et al. (2012) argue that management-level support within the public sector should be increased. ...
... Recent studies have emphasised the value of collaborative processes in continuous improvement of the quality of care (Firbank, 2012;Ekholm, 2012;Ferguson et al., 2007;Lagrosen et al., 2007). Employee participation is important for well-functioning quality management, and studies have been conducted on the quality of care from the employees' point of view (Kirkevold and Engedal, 2006). ...
Purpose
The purpose of this paper is to describe how different stakeholders (society, managers, employees and clients) can together ensure the quality of care.
Design/methodology/approach
Qualitative data were collected from four focus group interviews conducted in three countries. All interviewees were pursuing a master’s degree in social and/or health care management and had begun working in their field after completing their bachelor’s degree. The data were analysed using inductive content analysis.
Findings
The society and managers are responsible for the care system as a whole and must apply system-oriented, rather than sector-oriented, thinking. Employees are responsible for ensuring the continuity of client services in their work, and managers and employees share the responsibility of achieving the organisational goals and quality standards. The clients are responsible for acting as responsible service users and providing the required information to obtain care. Communication was strongly emphasised in the data, and it necessitates cross-professional and organisational boundaries, professional and political boundaries, as well as boundaries between the professional and the client.
Research limitations/implications
Since the interviewees were all pursuing a master’s degree in social and/or health care management, when reflecting on their work experience, they may have also been reflecting what they had learned in university.
Practical implications
This study emphasises the importance of collaboration and communication between stakeholders in ensuring the quality of care. Unpredictable economies, the ageing population and the ongoing integration and reorganisation of health and social care services in Europe highlight systematic and strategic approach in quality of care.
Originality/value
This paper claims that communication between different care stakeholders gives a more systematic and coherent framework for the quality of care. Quality of care is a strategic choice and part of the strategic decision making at the societal, political, organisational and managerial levels.
... Several authors claim that to achieve high quality and to be successful, certain values used in quality management (e.g. leadership commitment, participation of everyone and continuous improvements) need to permeate the organizations for the right climate and thinking to be present (Hardjono et al., 1997;Oakland, 2001;Hansson and Eriksson, 2002;Hendricks and Singhal, 1997;Lagrosen, 2000;Lagrosen et al., 2007;Westlund, 2001). Hoang et al. (2006) confirmed that following variables within quality management have a positive impact on the firm's innovation performance: leadership and people management, process and strategic management and a culture characterized by openness (open organization). ...
... Working with different aspects of quality management has been shown to be related to a high-performing organization with success regarding to profitability, customer satisfaction and employee health (Hansson and Eriksson, 2002;Hendricks and Singhal, 1997;Lagrosen, 2000;Lagrosen et al., 2007;Westlund, 2001). ...
... Recently, this index has been shown to significantly correlate with employees' perception of flow and underlying dimensions of quality management values related to employees' health . Especially the quality management values "leadership commitment" and "participation of everybody" have been found to be related to health of the employees (Lagrosen et al., 2007) as well as to good work environment (Bäckström, 2009). Lagrosen et al. (2010) have studied the underlying dimensions for those two values and found them to be: ...
Purpose
The purpose of the paper is to examine variables to be included in a measurement instrument which measures workplace learning related to recent research into quality management and brain functioning.
Design/methodology/approach
A literature review was conducted, investigating measures of workplace learning as well as the connections between brain functioning and management. Further studies will use the brain integration scale to compare levels of brain integration with measures of workplace learning.
Findings
The variables “empathy”, “presence and communication”, “continuity”, “influence”, “development”, “work-integrated learning” and “flow” were found to be relevant from the literature review to be tested for inclusion in the measurement instrument. A measurement model with these variables included has been developed.
Research limitations/implications
This paper is conceptual in its nature. Empirical studies are needed to validate the propositions.
Practical implications
The proposed measurement instrument can be used by managers to gain insight into underlying mechanisms in the organizational culture that influence employees’ learning and potential for development. Thus, it can aid managers to achieve profound learning in their organizations, which is necessary for continuously maintaining high quality of products and services.
Social implications
For society, the implementation of the proposed measurement instrument in companies could lead to better health and higher job satisfaction among employees.
Originality/value
Traditional ways of measuring working environment are rarely connected to brain functioning of the employees. Only requiring small resources, this approach adds to an understanding of underlying mechanisms.
... This is also in line with Bicheno and Holweg (2009), who found that the external customer is the focal point when they examined common themes within Lean. Earlier studies have found correlations between customer focus and co-workers' perceived health (Lagrosen, 2004;Lagrosen, Bäckström and Lagrosen, 2007). Customer focus also had the highest mean value and the lowest standard deviation in the examined municipality. ...
div> Purpose: The purpose of this article is to examine the relationship between Lean values, Lean leadership and perceived co-worker health both from an empirical and theoretical perspective.
Methodology/Approach: A questionnaire used at a Swedish municipality that has been working with quality improvements for 20 years and with Lean for seven years was analyzed. 841 co-workers answered the questionnaire which had been designed and pre-tested to measure the presence of a number of Lean values and Lean leadership as well as self-reported perceived health.
Findings: The results show a moderately positive relationship between Lean values, Lean leadership and co-workers’ perceptions of their health. Customer focus presents the highest mean value, the lowest standard deviation and the highest correlation with co-worker health, which is interesting as the investigated organization is a municipality. </div
