Total Quality Management in Healthcare Environment

amount of money Quality trouble in Healthcare environmentEVALUATING HEALTH IMPROVEMENT (UNIT FIVE) BY AKINADE TOYESEIn this paper we get out discuss how to cultivate total quality focus and develop a culture of on-going approach with focus on a public wellness organization. We will overly identify ways to incentivize employee performance and evaluate incentives in terms of motivational effectiveness. apprise SUMMARY OF A PUBLIC HEALTH ORGANIZATION IN NIGERIA AND THE POPULATION IT SERVESThe University College Hospital Ibadan is a public health organization which was established in November 1952 by parliament act to respond to the training need of medical personnel and other health care professionals in Nigeria and other West African Sub-Region (UCH, 2015). Her wad is to be the flagship tertiary health care institution in the West Africa sub-region, which offers world-class research, training and services, and first choice for seeking specialist health care (UCH, 2015).Although the hospital is primarily a tertiary institution, it has appendages of community-based outreach activities in six cities where it provides primary and secondary healthcare services. It has fifty-six service and clinical departments and runs ninety-six consultative out- patient clinics a week in fifty specialty and sub-specialty disciplines. There are also special treatment clinic for the treatment of sexually transmitted diseases and the people living with human immunodeficiency virus/AIDS (UCH, 2015).However, because of the breakdown and poor state of primary health care facilities in the region (UCH, 2015) the hospital still caters for lots of primary and secondary healthcare burden. The number of patients in the accident and emergency of the hospital averages six hundred thousand annually, and about one hundred and fifty thousand new patients heed the various out-patient clinics annually. The institution enjoys a full patronage of both national and international clientele due to its manpower, facilities, and track records.STEPS TO TAKE TO CULTIVATE congeries QUALITY MANAGEMENT AND DEVELOP A CULTURE OF ONGOING IMPROVEMENT.Health Care Systems throughout the world are undergoing significant changes. These changes are due to reference fake of either medical errors or system errors (Ruiz and Simon 2004).Other factors responsible for these changes include Legal obligation for quality management (Moeller et al. 2000), the sophistication of medical care and change magnitude costs of health care (Ramanathan, 2005).Total quality management seeks to create a culture whereby all employees are continually examining and improving the organization of their work with a view to satisfying customer requirements (Goodwin et al., 2006). This is especially critical for health institution in that better health is the raison dtre of a health system, and unimpeachably its primary or defining goal (WHO, 2000). Joiner and Scholtes (1985) discussed total quality management un der three key components the client as the defining factor in determining quality, the teamwork as a means to unifying goals and a scientific approach to decision-making based on data collection and analysis.Further more than, quality kitchen stove judgment can be used to cultivate total quality management. According to Morgan (1994) quality chain is described as chain of suppliers and customers. Goodwin et al. (2006) examined the health of the quality chain in four discrete stagesInspection Usually an after-the-fact screening process to assess the quality and conformity of services or products produced.Quality control supervise the process of service delivery at each stage in the chain in order to eliminate the causes of unsatisfactory performance.Quality Assurance mind of the systems quality and the steps taken to improve quality.Total quality management The application of quality management principles at every level of the organization. This medium will necessitate a change i n behavior amongst staff to commit to the quality management agenda.Finally, it is recognized that several elements need to be in property to help such organizations move in the direction of improving the quality of care on a systematic basis. These include the availability of training for the staffs, the increase of teamwork among the staff, the development of a structure to support quality improvement, and a set of standard measurable targets through which to assess change (Goodwin et al., 2006).WAYS TO INCENTIVIZE EMPLOYEE PERFORMANCE AND measure out MOTIVATIONAL EFFECTIVENESS OF INCENTIVESIncentives for the employee are to motivate the employee to perform better and turn in long lasting effect on their performance. If you get what you collapse for, then it presumptively follows that one should pay for what one ultimately wants (Cutler 2005).If a health programs primary objective is good patient or population health outcomes, it would seem natural for performance incentives to reward good health or health improvement directly rather than the use of health services or other health inputs. Rewarding health outcomes rather than health input use not only creates strong incentives for providers to exert effort, but it can also create incentives for providers to innovate in developing new, context-appropriate delivery strategies (Grant and Kimberly, 2013 4).Incentive can be monetary or non-monetary (Asaad Assaf, 2011). The monetary incentive can be performance-related pay such as the increment in salary, bonuses, and other financial benefits such as housing allowance or health care compensation. Non-monetary incentives include oral communication of appreciation, thank you letter, nomination of department employee of the month, sending an employee to a conference, flexible work hour (Asaad Assaf, 2011). Meanwhile, the extent to which staffs can participate in decision-making and how much support they get word from their managers also motivate the employe e to perform better (Goodwin et al., 2006).Nevertheless, there is a need for a public health organization to adopt a method for incite and rewarding its staffs. Performance-related pay is one approach to using pay to provide an incentive to individuals to work more effectively to meet organizational goals, both in terms of quality and efficiency (Goodwin et al., 2006).Performance-related pay can be seen as one approach to using pay to provide an incentive to individuals to work more effectively to meet organizational goals, both in terms of quality and efficiency (Goodwin et al., 2006). It wont be encouraging if two persons receive the alike(p) pay when one is performing much better than the other. When there is a performance-related pay incentive for a hard workings staff or a railway line well-done, it will motivate the staff to do more for the improvement of the organization and also encourage the other staff to be effective and hard working in other to meet the organization g oals.In conclusion, Goodwin et al. (2006) had explained that the experience with PRP is mixed and its transfer to the health sector has been associated with a range of problemsTension is often created in providing performance-related incentives to individuals, since this can preclude their ability to work towards wider organizational objectives.In health care, team contribution prevails over the contribution of individual members of staff.The power of professional organizations enables them to impel management initiatives.The agency relationship between health care professionals and patients can exclude and disadvantage employers.Employers try to retain insiders rather than recruit outsiders, even if they have to pay more.However, if PPR is applied to the right organization or system-wide needs, it may enable individuals to work more for the benefit of the organization.ReferencesArmstrong, M. H. Murlis, (1994) Reward Management A Handbook of net profit Strategy and Practice, Lond on Kogan PageAsaad, A., F.A. Assaf, (2011) Incentive for Better performance in Health Care, Sultan Qaboos, University Medical Journal, 11 (2) pp 201-206, Available at http//www.ncbi.nlm.nih.gov/pmc/articles/PMC3121024/, (accessed 04/04/2015)Cutler, D., (2005) Your bills or Your Life Strong Medicine for Americas Health Care System,USA Oxford University Press.Goodwin, N., G. Reinhold, V. Iles, (2006) Managing Health Services, Understanding Public Health Series, Maidenhead cave in University Press pp. 143-152Grant M., S. B. Kimberly, (2013) Pay-for-performance incentive in low and middle income country health programs, national bureau of economic research, NBER Working Paper Series, Cambridge, p. 4Johnson, O. A., (2011) Total Quality Management (TQM) Factors An Empirical Study of Kwara State Government Hospitals, Ethno Med, 5(1) pp. 17-23Joiner, B., P. Scholtes, (1985) Total Quality Leadership vs. Management by Control, Joiner and AssociatesMoeller, B., J. OReilly, J. Elser, (200 0) Quality management in German health care the EFQM excellence model, International Journal of Health Care Quality Assurance, 13 pp. 254-258.Morgan, P., (1994) Total quality management, in E. Monica (ed.) Management in Health Care, A Theoretical and Experiential Approach, Basingstoke Palgrave MacMillan.Ramanathan R., (2005) Operational assessment in hospitals in Sultanate of Oman. International Journal of Operations Production Management, l25 pp. 39-54.Ruiz U., J. Simon, (2004) Quality management in healthcare A 20-year journey, International Journal of Health Care Quality Assurance, 17 pp. 23-33.UCH, (2015) UCH vision and mission, Available at http//uch-ibadan.org.ng/ centre/vission-and-mission, (Accessed 06/04/2015)University College Hospital, Ibadan, (2015) Wikipedia, Available athttp//en.wikipedia.org/wiki/University_College_Hospital,_Ibadan, (Accessed 06/04/2015)