Abstract
BackgroundOrganisational performance measurement is a recognised business management tool and essential for survival and success. There is a paucity of methodological studies of organisational performance measurement relating to non-acute healthcare charities and this study is the first to suggest a set of evidence-informed organisational performance measures for the sector.MethodsThis study was designed using a two-staged approach. A systematic review of peer-reviewed journal literature between 2003 and 2016 was conducted according to the twenty-seven (27) point checklist of the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) complemented by a thematic analysis of eligible data using a cutting and sorting technique to generate a set of common measures of organisational performance for non-acute health charities.ResultsNot one study was found relating to organisational performance of non-acute healthcare charities however four records met eligibility criteria relating to non-acute or primary healthcare services with charitable fundraising capability. Three were case studies of specific organisations that related their approach to organisational performance measurement, while the fourth compared a case study organisation to a public service. Three different organisational performance frameworks and 20 organisational performance measures were used across the four studies.ConclusionsThe study concluded that (1) demonstration of organisational performance is relevant to non-acute health charities; (2) organisational performance measurement is feasible in this sector; (3) an evidence-based organisational performance measurement framework for the sector has not yet been developed nor has an existing organisational performance measurement framework been adapted for the sector, although the Balanced Scorecard is likely to be an effective option and (4) five leading measures – Quality of Service; Finance; Stakeholders (Customers and Clients); People and Culture; and Governance and Business Management; could be used to determine organisational performance in these sectors. Finally, ‘Mission and Purpose’ could be explored as a potential measure. Further research to understand why there is such limited published organisational performance evidence for the sector could be useful. Case studies of organisational measurement strategies of successful non-acute healthcare charities and research into important factors for organisational performance implementation in the sector may contribute to greater uptake and knowledge dissemination.
Highlights
Organisational performance measurement is a recognised business management tool and essential for survival and success
The study details strategies for balanced scorecard implementation and offers the Balanced Scorecard (BSC) factors and indicators used by the case study organisation along with seven lessons learnt ([36], p. 13)
The study reported on a field trial of the Looking Glass Evaluation Tool with a Primary Health Organization (PHO) in New Zealand, to determine the effectiveness of its organizational activities
Summary
Organisational performance measurement is a recognised business management tool and essential for survival and success. Despite the broad scope of non-acute health charities, the sector is treated somewhat homogenously in the health care system as such organisations are governed independently; have a broad range of stakeholder groups [4]; have common funding options through government contracts, donations, fee-for-service and membership; are intrinsically connected by their charitable reason-for-being [3, 4]; do not have a profit motive [5]; and benefit from unique governance legislation that allows them to function with not-for-profit status eligible for donations or tax concessions. 353); an escalation of concern regarding organisational effectiveness, excellence and accountability [5]; and stakeholder agreement that charities should be well governed Demonstrating organisational performance is likely to be advantageous in the not-for-profit and charitable health care sector as there is a link between organisational performance measurement and organisational excellence ([8], p. 182) and it can demonstrate “efficiency and effectiveness in providing services” to clients [9]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
