Total Quality Management In Hospitals Research Articles

The Impact of Hospital Demographic Factors on Total Quality Management Implementation: A Case Study of UAE Hospitals

Aim: Maintaining service quality and value using quality and management tools is crucial in any organization. In essence, improving service quality boosts both efficiency of organizations and consumer pleasure. The deployment of quality development programs such as Total Quality Management (TQM) is one technique that businesses may employ to deliver exceptional customer service. The health sector, in particular, is one of the industries that require TQM adoption due to its complexity and the need for constant service improvement. TQM helps to improve service quality in health facilities through advanced clinical and administrative procedures. This research comprehensively assesses TQM levels and the impact of hospital demographics on its implementation process in hospitals in the United Arab Emirates (UAE). Methods: The study used a quantitative research strategy based on a survey study design. Questionnaires were used to gather primary data from respondents deployed a self-administered technique. 1850 questionnaires were delivered to the hospital's senior staff based on their number in each hospital. Of the 1850 questionnaires distributed, 1238 usable questionnaires were analyzed, yielding a response rate of 66.9%. The study used a binary logistic regression model to determine if hospital demographics affected TQM implementation. The study data were examined and analysed using version 25.0 of the SPSS software. Results: The results show that most of the health facilities with an overall TQM between 4.12 and 4.82 were utilized, governmental, accredited and utilized and large hospitals, while the hospitals with a mean between 2.91 and 3.45 were small, unaccredited private, and non-specialised. Thus, large hospitals have a higher TQM utilization rate than small hospitals. In addition, the findings of the t-test revealed that a high TQM is represented by means of 4.68, 4.67, 4.43, and 4.12 for accredited, utilized, governmental and large hospitals. The binary regression analysis also reveals similar results: large, governmental, utilized and accredited hospitals have greater chances of TQM adoption than other categories of hospitals (Exp (B): 1.2; 95%CI: 1.001 – 1.421, P< .05); (Exp (B): 1.3; 95%CI: 1.012 – 1.721, P< .05); (Exp (B): 1.5; 95%CI: 1.127 – 2.051, P< .01); and (Exp (B): 1.5; 95%CI: 1.102 – 2.012, P< .05); correspondingly. Another observation from the results is that hospitals that implemented technological tools had a greater chance of successfully executing the TQM program than hospitals that did not utilize advanced technologies due to the limited availability of resources (Exp (B): 1.7; 95%CI: 1.332 – 2.187, P< .01). Conclusion: Even though health facilities need to adopt TQM, its implementation depends on the hospital size and demographics that significantly influence the adoption of TQM programs. However, this study will help bridge the current gap on the usage of TQM in the health context by examine the influence of demographic factors on adopting TQM in hospitals. Hence, provide adequate information to help the UAE hospital administrators appropriately execute the TQM program in the hospitals and enhance the efficacy of their operations.

TOTAL QUALITY MANAGEMENT PRACTICES IN HEALTH CARE ORGANIZATIONS: PERCEPTION OF HEALTH CARE PROVIDERS

Turkey has experienced a substantial development in Total Quality Management (TQM), measurement, and monitoring of hospitals. Ministry of Health has developed the Quality Standards in Healthcare (QSH) in order to adapt to international quality standards of health care to the health care services as a result of long research and experience. This study aimed to determine the effects of QSH applied in a public hospital on the quality performance of the organization. The researchers used a performance measurement model to measure the impact of the recently developed QSH on the quality performance and organizational excellence of a 320-bed public hospital in a developing country. Successful applying of TQM in hospitals requires the involvement and commitment of all health care providers. The study was carried out in an attempt to explore the attitude of health care providers applying TQM practices on hospital performance in a general public hospital. We collected data from 302 healthcare providers. We used a structured questionnaire to collect data. The study was based on total quality management theory and Kanji's Business Excellence (KBEM) model. The study used a 10-point Likert-type scale. The Structural Equation Model (SEM) was used to test whether the data obtained from the participants supported the model. The variable mean scores and path coefficients were calculated. The data were collected in five different periods between July 2017 and January 2019. The results of the study showed that the average attitudes of nurses, physicians, and administrative staff about the factors of hospital quality performance differed from the attitudes of technical staff. The study results reflected some strong areas, notably leadership, customer/patient satisfaction, quality management process, measurement, and organizational excellence. The results indicated that the hospital organization was mainly based on institutional excellence, quality improvement and patient safety, leadership and management performance, patient satisfaction and institutional learning, corporate ethical performance. The results also identified opportunities for improvement in QSH standards for human resource management and the absence of standards that address existing issues in organizations with organizational structures.
 
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Critical Success Factors Affecting the Implementation of TQM in Public Hospitals: A Case Study in UAE Hospitals -

The implementation of quality management strategies is a global phenomenon, particularly in organizations in developing countries, who have used different quality management systems to improve the quality of their services and to satisfy their customers. In the healthcare sector, the implementation of Total Quality Management (TQM) philosophy can help to enhance patient safety and help healthcare organizations improve performance and adopt cost-effective management practices. This research paper aims to identify and measure the Critical Successful Factors (CSFs) that affecting the implementation of TQM in hospitals. A literature review on TQM was examined to identify the CSFs for its implementation in healthcare between 2010 and 2020. In addition, this study employed quantitative methods to achieve its research objectives. A questionnaire was designed to gather empirical data from senior staff in hospitals adopting a self-administered technique to measure the CSFs that affecting TQM implementation. Of the 600 questionnaires circulated in two public hospitals in Dubai, 356 questionnaires were analyzed, producing a response rate of 59.3%. Descriptive and inferential statistical techniques were applied to analyse the data employing central tendency (Mean), measures of dispersion (Standard Deviation) and Principle Component Analyses (PCA). The findings in this study revealed that an effective TQM implementation in hospitals require abundant top management commitment, employee involvement, training and education, recognition and reward, process management, strategic planning, information analysis, organization culture, continuous improvement, and customer focus. The results in this study further indicated that among the ten TQM implementation CSFs, top management commitment and customer focus were found to be the most CSFs affecting the implementation of TQM in hospitals with highest mean value of 4.8 and 4.7, respectively. This study has contributed to the existing TQM literature concerning the CSFs affecting the implementation of TQM in the healthcare context, particularly in hospitals. In addition, the findings of this research paper provide vital knowledge to hospital managers with a precious understanding of the factors that enable TQM implementation in hospitals.

Total quality management in the health-care context: integrating the literature and directing future research.

BackgroundSynergistic integration of predictors and elements that determine the success of total quality management (TQM) implementations in hospitals has been the bane of theoretical development in the TQM research area. Thus, this paper aims to offer a systematic literature review to provide a foundation on which research on TQM can be built and to identify the predictors of successful TQM in the health-care context.Materials and methodsA systematic literature survey was adopted in this paper, involving the review of 25 relevant researched articles found in the databases Science Direct, EBSCO, MEDLINE, CINAHL and PubMed.ResultThe systematic literature survey reveals five variables to be core predictors of TQM, signifying how important these variables are in the successful implementation of TQM in the health-care context. Also, it is revealed that the identified core predictors have positive effects on an improved health-care system. However, the systematic survey of the literature reveals a dearth of studies on TQM in the health-care context.ConclusionAs TQM has become an important management approach for advancing effectiveness in the health-care sector, this kind of research is of value to researchers and managers. Stakeholders in the health sectors should introduce and implement TQM in hospitals and clinics. Nevertheless, this study has limitations, including that the databases and search engines adopted for the literature search are not exhaustive.

Total Quality Management In Hospitals

Total Quality Management In Hospitals

Implementation of total quality management in hospitals

The aims of the study were to explore the extent of Total Quality Management (TQM) implementation in hospitals and its association with demographic variables. This cross-sectional study collected data from 332 nurses using a self-developed questionnaire. The participants were recruited from government, military, university and private health sectors. The results of this study showed that 70% of variance in implementing TQM can be achieved by following the principles of TQM. These principles include continuous improvement, teamwork, training, top management commitment and customer focus. Continuous improvement was the most significant factor in explaining variance in implementing TQM principles. TQM was implemented in Jordanian hospitals at a level approximately less than 60%. The most implemented principle was customer focus, and the least implemented was continuous improvement. The private sector implemented all of these five principles more than other sectors did. Efforts should be focused on establishing a foundation that can inspect and accredit quality in the health care system.

Keys for successful implementation of total quality management in hospitals

Editor's Note: This article reports the findings of an analysis of the implementation of continuous quality improvement (CQI) or total quality management (TQM) programs in 10 hospitals. This analysis is the result of a 2-year study designed to identify and assess the ingredients that lead to the successful implementation of CQI programs in acute care hospitals. This article first appeared in Health Care Management Review 21(1), 48-60. Copyright © 1996 Aspen Publishers, Inc. (Lippincott Williams & Wilkins).

Total quality management in hospitals: concepts, implementation and success

Total quality management in hospitals: concepts, implementation and success

Total Quality Management in Hospitals

Studies of total quality management as a means of improving health care quality to date have relied on case studies of individual teams or hospitals. The Total Quality Improvement Registry Project surveyed quality coordinators (n = 36) and quality improvement team leaders (n = 228) to collect both site-level and team-level data on quality improvement in Veterans Health Administration hospitals. Usable responses were received from 100% of quality coordinators and 73.7% (168) of team leaders. Site-level data include hospital structural characteristics and measures of training and commitment, as well as features and activities of the hospital quality councils. Team-level data include size, membership, task, age, activities, and a proxy measure of quality improvement. The authors report on the relations between levels of commitment to total quality management principles, training levels, activities of quality councils, and team formation and success. These data provide support for a model of commitment to quality improvement that involves four realms of influence within the medical centers: (1) management, (2) physician leadership, (3) physician staff and middle management, and (4) nurses and employees. The authors also report on the activities of quality councils and the relation of their activities to commitment and perceived improvement. Using bivariate correlation and multiple regression, the authors found that the age of the quality council, overall facility commitment to total quality management philosophy, and physician commitment are the most critical variables in explaining numbers of teams, training intensity, and total perceived improvement at this sample of medical centers. Specifically, we find that commitment to total quality management philosophy and the number of active teams explains 41% of the observed variation in quality improvement. In future articles, the authors will report details of team activities and the development of teams over time.

Keys for successful implementation of total quality management in hospitals

Keys for successful implementation of total quality management in hospitals

Keys for successful implementation of total quality management in hospitals

This article reports the findings of an analysis of the implementation of continuous quality improvement (CQI) or total quality management (TQM) programs in 10 hospitals. This analysis is the result of a 2-year study designed to identify and assess the ingredients that lead to the successful implementation of CQI programs in acute care hospitals.

Total quality management in hospitals

The health care industry in both the US and Canada has been under tremendous pressure to change and reform during the past decade. The pressure to change has been driven by escalating costs, and increased demands from both dissatisfied patients and third-party payers. A movement that holds great promise for improved health care quality and productivity is the introduction of total quality management (TQM ). Spurred by impressive results in other industries, this compelling and logical approach has begun to penetrate the thinking of health care accrediting agencies, business coalitions, private foundations and leading health care organizations. However, before making a commitment to TQM , hospital decision-makers should thoroughly understand what it is they are committing to, and what barriers they will encounter along the way. Hospitals face problems which are either unique or more severe than those of others. The most difficult barrier to implementing TQM in hospitals is their traditionally bureaucratic, complex and highly departmentalized structure with its ensuing culture and leadership style. Also problematic are (a) the unique relationship hospitals have with physicians, (b) the conflict between hospital management philosophies and TQM philosophies, (c) existing quality assurance programmes and (d) union-management relationships. This paper reviews several areas of potential conflict which may exist between hospitals' management and TQM .

The implementation of total quality management in hospitals: How good is the fit?

Total quality management has become popular among hospitals because of its promise to reconcile trade-offs between cost and quality. However, assumptions inherent in TQM may not translate to the hospital environment: hierarchical management control over the technical core and the dominance of rational decision making. This article considers these two assumptions and suggests that the application of TQM to hospitals take them into account because they may compromise its success.

Commentary on ”The implementation of total quality management in hospitals: How good is the fit?

Commentary on ”The implementation of total quality management in hospitals: How good is the fit?

Commentary on “The implementation of total quality management in hospitals

Commentary on “The implementation of total quality management in hospitals

The implementation of total quality management in hospitals

The implementation of total quality management in hospitals

Eastman Kodak Companyʼs experience with TQM in hospitals

Many companies in American industry have been practicing the methods of total quality management (TQM) for over a decade. Some of these companies are providers of health care products. Health care businesses, particularly hospitals, can benefit from their supplier relationships by learning what their vendors know about the principles and techniques of TQM. This article explores what one such supplier, the Eastman Kodak Company, has learned about implementing TQM for fast and meaningful results, using the lessons from its own experience and from consulting with some of its customer hospitals.