Brilliant renal care: A really positive study of patient, carer, and staff experiences within an Australian health service

2019 ◽  
Vol 26 (3) ◽  
pp. 355-374
Author(s):  
Louise Kippist ◽  
Liz Fulop ◽  
Ann Dadich ◽  
Anne Smyth
Keyword(s):  
Health Service ◽  
Positive Organizational Scholarship ◽  
High Quality ◽  
User Experiences ◽  
Australian Health ◽  
Positive Study ◽  
World Cafe ◽  
Organizational Scholarship ◽  
Staff Experiences ◽  
Competent Staff

AbstractDrawing on a positive organizational scholarship (POS) approach, this paper presents findings from the first of a two-part study exploring user experiences of brilliant renal care within the Regional Dialysis Centre in Blacktown (RDC-B). A world café method was used engaging patients, carers, and staff in conversations about brilliance. Practitioners led the study, seeking to validate their claims that the RDC-B is an exemplar of brilliant care. Pragmatics dominated the fieldwork. Researchers and practitioners collaborated throughout the study, including hosting two world cafés. Key findings from the study are that the RDC-B is completely patient and relationally-centred, with high-quality connections, dedicated and competent staff providing a complete, responsive, and personalized service that is also like being in a family. Drawing on POS, we suggest that relational-centred care requires at the very least high-quality connections and relational coordination to build and sustain the levels of positivity identified in the RDC-B.

Finding brilliance using positive organizational scholarship in healthcare

2015 ◽  
Vol 29 (6) ◽  
pp. 750-777 ◽  
Author(s):  
Ann Dadich ◽  
Liz Fulop ◽  
Mary Ditton ◽  
Steven Campbell ◽  
Joanne Curry ◽  
...  
Keyword(s):  
Health Service ◽  
Health Services ◽  
Service Management ◽  
Secondary Data ◽  
Theory And Practice ◽  
Positive Organizational Scholarship ◽  
Service Improvement ◽  
Content Type ◽  
Health Service Management ◽  
Organizational Scholarship

Purpose – Positive organizational scholarship in healthcare (POSH) suggests that, to promote widespread improvement within health services, focusing on the good, the excellent, and the brilliant is as important as conventional approaches that focus on the negative, the problems, and the failures. POSH offers different opportunities to learn from and build resilient cultures of safety, innovation, and change. It is not separate from tried and tested approaches to health service improvement – but rather, it approaches this improvement differently. The paper aims to discuss these issues. Design/methodology/approach – POSH, appreciative inquiry (AI) and reflective practice were used to inform an exploratory investigation of what is good, excellent, or brilliant health service management. Findings – The researchers identified new characteristics of good healthcare and what it might take to have brilliant health service management, elucidated and refined POSH, and identified research opportunities that hold potential value for consumers, practitioners, and policymakers. Research limitations/implications – The secondary data used in this study offered limited contextual information. Practical implications – This approach is a platform from which to: identify, investigate, and learn about brilliant health service management; and inform theory and practice. Social implications – POSH can help to reveal what consumers and practitioners value about health services and how they prefer to engage with these services. Originality/value – Using POSH, this paper examines what consumers and practitioners value about health services; it also illustrates how brilliance can be theorized into health service management research and practice.

Positive organizational scholarship in healthcare: The impact of employee training on performance, turnover, and stress

2019 ◽  
pp. 1-20
Author(s):  
Şenay Sahil Ertan ◽  
Harun Şeşen
Keyword(s):  
Job Performance ◽  
Turnover Intentions ◽  
Elderly Care ◽  
Employee Training ◽  
Organizational Outcomes ◽  
Workplace Stress ◽  
Equation Modeling ◽  
Positive Organizational Scholarship ◽  
Organizational Scholarship ◽  
The Relationship

AbstractBased on positive organizational scholarship in healthcare, this study examined the relationships between four dimensions of employee perception of training: workplace stress, organizational outcomes, job performance, and turnover intentions. We hypothesized that employee training perception would have a negative relationship with workplace stress and that stress would mediate the relationship between employee training perception, job performance, and turnover intentions. We obtained data on 317 elderly-care workers in Northern Cyprus and analyzed it using structural equation modeling. Employee training perception was negatively related to workplace stress, and stress was negatively related to job performance and positively related to turnover intention. In line with Job Demand-Resource theory (JD-R), workplace stress partially mediated the relationship between employee training perception and organizational outcomes. The study contributes to the literature by confirming that elderly-care organizations that provide training opportunities for employees can reduce workplace stress, build organizational strengths, and facilitate positive outcomes.

scholarly journals Factors associated with unplanned readmissions in a major Australian health service

2019 ◽  
Vol 43 (1) ◽  
pp. 1 ◽  
Author(s):  
Julie Considine ◽  
Karen Fox ◽  
David Plunkett ◽  
Melissa Mecner ◽  
Mary O'Reilly ◽  
...  
Keyword(s):  
Health Service ◽  
Hospital Admission ◽  
Acute Care ◽  
Index Admission ◽  
Unplanned Readmission ◽  
Factors Associated ◽  
Australian Health ◽  
Increased Risk ◽  
Patient Groups ◽  
Comorbidity Index

Objective The aim of the present study was to gain an understanding of the factors associated with unplanned hospital readmission within 28 days of acute care discharge from a major Australian health service. Methods A retrospective study of 20575 acute care discharges from 1 August to 31 December 2015 was conducted using administrative databases. Patient, index admission and readmission characteristics were evaluated for their association with unplanned readmission in ≤28 days. Results The unplanned readmission rate was 7.4% (n=1528) and 11.1% of readmitted patients were returned within 1 day. The factors associated with increased risk of unplanned readmission in ≤28 days for all patients were age ≥65 years (odds ratio (OR) 1.3), emergency index admission (OR 1.6), Charlson comorbidity index >1 (OR 1.1–1.9), the presence of chronic disease (OR 1.4) or complications (OR 1.8) during the index admission, index admission length of stay (LOS) >2 days (OR 1.4–1.8), hospital admission(s) (OR 1.7–10.86) or emergency department (ED) attendance(s) (OR 1.8–5.2) in the 6 months preceding the index admission and health service site (OR 1.2–1.6). However, the factors associated with increased risk of unplanned readmission ≤28 days changed with each patient group (adult medical, adult surgical, obstetric and paediatric). Conclusions There were specific patient and index admission characteristics associated with increased risk of unplanned readmission in ≤28 days; however, these characteristics varied between patient groups, highlighting the need for tailored interventions. What is known about the topic? Unplanned hospital readmissions within 28 days of hospital discharge are considered an indicator of quality and safety of health care. What does this paper add? The factors associated with increased risk of unplanned readmission in ≤28 days varied between patient groups, so a ‘one size fits all approach’ to reducing unplanned readmissions may not be effective. Older adult medical patients had the highest rate of unplanned readmissions and those with Charlson comorbidity index ≥4, an index admission LOS >2 days, left against advice and hospital admission(s) or ED attendance(s) in the 6 months preceding index admission and discharge from larger sites within the health service were at highest risk of unplanned readmission. What are the implications for practitioners? One in seven discharges resulted in an unplanned readmission in ≤28 days and one in 10 unplanned readmissions occurred within 1 day of discharge. Although some patient and hospital characteristics were associated with increased risk of unplanned readmission in ≤28 days, statistical modelling shows there are other factors affecting the risk of readmission that remain unknown and need further investigation. Future work related to preventing unplanned readmissions in ≤28 days should consider inclusion of health professional, system and social factors in risk assessments.

scholarly journals Routes to the top: the developmental journeys of medical, clinical and managerial NHS chief executives

BMJ Leader ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 64-68 ◽  
Author(s):  
Alex Till ◽  
Gerry McGivern
Keyword(s):  
Leadership Development ◽  
Health Service ◽  
Development Strategy ◽  
Quality Care ◽  
Qualitative Interviews ◽  
Chief Executive ◽  
High Quality ◽  
Cross Sectional ◽  
Chief Executives ◽  
Formal Leadership

IntroductionLeadership, and the role of a Chief Executive in healthcare organisations, has never been more important. This review provides one of the first retrospective cross-sectional analyses of the developmental journeys of chief executives within the National Health Service (NHS).MethodsTwenty-eight semi-structured qualitative interviews were conducted with medical, clinical and non-clinical NHS chief executives from the Health Service Journal’s list of ‘Top Chief Executives’ 2014–2018. Through a thematic analysis of their narratives, lessons for the development of aspiring NHS chief executives emerge.ResultsFew proactively sought leadership opportunities and there was a lack of an active leadership development strategy. Yet the ‘seeds of leadership development’ took root early. Combined with a blended approach of formal leadership development and ‘on-the-job’ informal leadership development, emerging NHS chief executives were exposed to multiple ‘crucible moments’ that helped them develop into and excel at the top of their field.DiscussionTop NHS chief executives possess inherent values and a strong sense of social responsibility that underpin their developmental journeys, guide their behaviour, and strengthen their resilience. Capable, high quality leaders are needed from all professional backgrounds to support high quality care and much more needs to be done, particularly for medical and clinical professionals but for non-clinicians too, to maximise leadership potential within the NHS and develop a pipeline of aspiring NHS chief executives.

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