Abstract

Performance evaluation is essential to quality improvement in healthcare. The current study has identified the potential pros and cons of external healthcare evaluation programs, utilizing them subsequently to look into the merits of a similar case in a developing country. A mixed method study employing both qualitative and quantitative data collection and analysis techniques was adopted to achieve the study end. Subject Matter Experts (SMEs) and professionals were approached for two-stage process of data collection. Potential advantages included greater attractiveness of high accreditation rank healthcare organizations to their customers/purchasers and boosted morale of their personnel. Downsides, as such, comprised the programs' over-reliance on value judgment of surveyors, routinization and incurring undue cost on the organizations. In addition, the improved, standardized care processes as well as the judgmental nature of program survey were associated, as pros and cons, to the program investigated by the professionals. Besides rendering a tentative assessment of Iranian hospital evaluation program, the study provides those running external performance evaluations with a lens to scrutinize the virtues of their own evaluation systems through identifying the potential advantages and drawbacks of such programs. Moreover, the approach followed could be utilized for performance assessment of similar evaluation programs.

Highlights

  • The term ‘performance’ originally emanates from ‘perform’, which denotes fulfilling an obligation or requirement or accomplishing something promised or expected [1]

  • This study aims to first shed light on the potential pros and cons of external evaluation programs concentrating on accreditation programs, and empirically test these advantages and disadvantages in the context of a developing country, Iran

  • It was conducted in two steps; at the first stage, two open-ended questions were put to 12 Subject Matter Experts (SMEs) - academics and practitioners with related background, expertise and/or knowledge in Healthcare Organizations (HCOs)’ evaluation and accreditation

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Summary

Introduction

The term ‘performance’ originally emanates from ‘perform’, which denotes fulfilling an obligation or requirement or accomplishing something promised or expected [1]. It is defined as the manner in which something functions [2]. Performance Measurement (PM) has been defined as “evaluating how well organizations are managed and the value they deliver for customers and other stakeholders” [4]. De Bruijn [5] believes that measuring performance can result in more transparency and learning in organizations or Kwak and colleagues [6] associate PM with promoting accountability, highlighting the strengths and weaknesses and guiding the resource usage of organizations. Performance Measurement Systems (PMSs) were historically developed for monitoring and maintaining the control processes in various organizations [7].

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