scholarly journals Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency

2021 ◽  
pp. 084047042110382
Author(s):  
Anne E. Mullin ◽  
Imogen R. Coe ◽  
Everton A. Gooden ◽  
Modupe Tunde-Byass ◽  
Ryan E. Wiley
Keyword(s):  
Lived Experience ◽  
Performance Management ◽  
Health Research ◽  
Health Inequities ◽  
Leadership Competencies ◽  
Healthcare Organizations ◽  
Leadership Competency ◽  
Concrete Action ◽  
And Performance ◽  
Canadian Healthcare

An awakening to systemic anti-black racism, anti-Indigenous racism, and harmful colonial structures in the context of a pandemic that has made health inequities and injustices impossible to ignore, is driving healthcare organizations to establish and strengthen approaches to inclusion, diversity, equity, and accessibility (IDEA). Health research and care organizations, which are shaping the future of healthcare, have a responsibility to make IDEA central to their missions. Many organizations are taking concrete action critically important to embedding IDEA principles, but durable change will not be achieved until IDEA becomes a core leadership competency. Drawing from the literature and consultation with individuals recognized for excellence in IDEA-informed leadership, this study will help Canadian healthcare and health research leaders—particularly those without lived experience—understand what it means to embed IDEA within traditional leadership competencies and propose opportunities to achieve durable change by rethinking governance, mentorship, and performance management through an IDEA lens.

Performance management and hybridization of healthcare – case of the accountable care organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Petra Kokko ◽  
Harri Laihonen
Keyword(s):  
Performance Management ◽  
Empirical Evidence ◽  
Healthcare Management ◽  
Care Organization ◽  
Hybrid Performance ◽  
Healthcare Organizations ◽  
Integration Of Care ◽  
Content Type ◽  
Care Processes ◽  
And Performance

PurposeThe article seeks to explain whether and how value-based healthcare principles lead to hybridization. The public management literature has been increasingly interested in hybrid forms of governance and hybrid performance management, but empirical studies are still rare. Further, the article studies the design of performance management and accounting systems as healthcare organizations reorganize their care processes applying value-based healthcare principles.Design/methodology/approachThis article first connects the theoretical discussions on value-based healthcare and performance management for hybrids. The conceptual understanding of performance management in hybrid healthcare uses a case study of a Finnish healthcare organization with documentary data and transcribed interviews with healthcare professionals from both the strategic and operative levels of healthcare.FindingsThe article illustrates and analyses how new policy-level objectives and principles of value-based healthcare led to hybridity in healthcare, manifest in mixed ownership of a particular care path and new forms of social and financial control. Further, the article provides empirical evidence of how increased hybridity necessitated new organizational modes and roles, new managerial tools for performance management and created a need to develop the capability to account and measure entire integrated care processes. Important enabling factors for the integration of care and hybrid performance management were commitment created in dialogue, voluntary-based trust and technology to generate factual shared information.Practical implicationsThe study is informative for stakeholders, funders and managers of healthcare organizations, namely new knowledge for the discussion of hybrid governance in healthcare, including a critical account of the applicability and impact of a hybrid service model in healthcare management. Moreover, the article illustrates what needs to be reconsidered in performance management and accounting practices when reorganizing care processes according to the principles of value-based healthcare.Originality/valueThe article extends the analysis of performance management in hybrids and sheds new light on hybridization in healthcare. It also provides much-needed empirical evidence on the processes and practices of accounting and performance management after implementing a value-based healthcare strategy.

Fostering a Culture of Accountability through a Performance Appraisal System

2005 ◽  
Vol 18 (1) ◽  
pp. 35-38 ◽  
Author(s):  
Asmita Gillani ◽  
Kristine Jarvi ◽  
Andrew De Angelis
Keyword(s):  
Performance Appraisal ◽  
Healthcare Providers ◽  
Senior Management ◽  
Appraisal System ◽  
Healthcare Organizations ◽  
Performance Appraisal System ◽  
The Government ◽  
And Performance ◽  
High Level ◽  
Canadian Healthcare

The current climate in Canadian healthcare requires that healthcare providers be more accountable to the government and other stakeholders. Using a well-structured performance appraisal system that is based on quantifiable objectives and standards, a high level of accountability can be achieved. The objective of this article is to demonstrate how a sound performance appraisal system can increase accountability and performance of healthcare organizations and their senior management.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Valuing the voice of lived experience of eating disorders in the research process: Benefits and considerations

2021 ◽  
pp. 000486742199879
Author(s):  
Selma Musić ◽  
Rosiel Elwyn ◽  
Grace Fountas ◽  
Inge Gnatt ◽  
Zoe M Jenkins ◽  
...  
Keyword(s):  
Mental Health ◽  
Eating Disorders ◽  
Eating Disorder ◽  
Lived Experience ◽  
Health Research ◽  
Research Process ◽  
Mental Health Research ◽  
Direct Involvement ◽  
The Voice ◽  
Process Benefits

Although the inclusion of individuals with lived experience is encouraged within the research process, there remains inconsistent direct involvement in many mental health fields. Within the eating disorders field specifically, there is a very strong and increasing presence of lived experience advocacy. However, due to a number of potential challenges, research undertaken in consultation or in collaboration with individuals with lived experience of an eating disorder is scarce. This paper describes the significant benefits of the inclusion of individuals with lived experience in research. The specific challenges and barriers faced in eating disorders research are also outlined. It is concluded that in addition to existing guidelines on working with lived experience collaborators in mental health research, more specific procedures are required when working with those with eating disorders.

The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

2020 ◽  
Author(s):  
Cody A Drolc ◽  
Lael R Keiser
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Fixed Effects ◽  
Poor Performance ◽  
Central Component ◽  
State Agencies ◽  
Public Programs ◽  
And Performance ◽  
Fixed Effects Regression ◽  
Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

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