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|Title:||Bereiken managers in de thuiszorg doelstellingen met gebruik van prestatie-informatie?|
|Publisher:||Open Universiteit Nederland|
|Abstract:||Home care organisations for the elderly frequently publish detailed performance information related to the quality of care provided as a means to assist potential clients in their choice of health care provider. A further benefit of this transparency can be found in its use by both care insurers and purchasers alike. The “Quality framework for responsible care” was developed to emphasize and quantify performance by health care providers, unfortunately parties have been unable to agree on a commonality of performance indicators to use as a basis for the chosen system. How does this then effect the health care providers? Does the chosen system help to determine their objectives and can it provide sufficient insight to determine if these objectives are achieved? The study of scientific literature related to the use of performance indicators as a means to organizational improvement is inconclusive and does not provide sufficient answers. The goal of this research was to contribute to the further development of theories about objectives and the use of performance information in the public sector in the Netherlands. To this end the research focuses on the application of the theory by managers in AWBZ health care organisations in the Netherlands. The following problem statement was formed; Which management objectives can be achieved in home care organisations through the use of performance information and to what extent have these objectives been reached? To answer our problem statement five research questions were posed; 1. What objectives for using performance information by managers within the public sector were highlighted in the literature research? Much has been written in the last twenty years regarding achieving improvement in the public services. Only through dialogue and further discussion are we able to bring focus to methods and aids useful in improving performance information systems. Seeking answers as to why we make certain decisions and choices provides us with the necessary background information that is critical to the understanding of achieving management enhancement through performance information. 2. What does scientific literature tell about goal achievement? Result evaluation makes it possible to quantify and measure success in achieving our goals and to this end a clear starting point from which all results can be quantified is critical. This process is of course retroactive and results are only visible after distillation of all available data. Process evaluation is a second possibility to measure goal achievement. 3. What objectives are distinguished by managers working in home care organisations? The eight goals set by Behn (2003) have been empirically observed and managers formulate objectives to achieve set performance improvements. Objectives are of course set and anchored within organisational policy and must be periodically evaluated. These results are used to further fine tune the organisational competencies, skill and behaviour of employees leading to organisational improvement. This leads to better motivated employees and a consequent celebration of positive organisational achievement. Through this positive attitude is the organisation well positioned with respect to stakeholders such as; clients, care agencies, employees, funders, purchasers and insurers. 4. Which performance indicators are distinguished by managers within home care organisations? The interviews revealed the various performance-indicators in the different objectives in accordance to Behn (2003) and Ter bogt & van Helden (2009). Information related to customer and employee satisfaction are critical indicators for engaging improved performance which, combined with market development indicators, allow organisational adjustments to be made. 5. To what extent can performance information help in the achievement of organisational objectives? Result evaluation was visible in one of the test organisations. Critically the organisation in question had quantified the required performance indicators so that these were measureable. Thus we can assume, by quantifying the performance indicators, that results are better and leads to a perceived achievement of our organisational goals. In all three test organisations PDCA cycles have been mentioned. PDCA cycles result in process evaluations which leads us into a review of objectives and where necessary a realignment of organisational policy. By observing the nine managers goals and objectives within their organisations, it was possible to see if the Behn theory (2003) occurred, thus validating the theory in a practical, hands on setting. Our empirical research resulted in two additions to the Behn theory (2003); 1. Determining desired behaviour from organisational values and expressing goals to improve organisational behaviour. This was also verified by the three cases evaluated in our research. 2. Stimulating the development of commercial activity to increase or maintain market position was also observed. This did not lead to a measureable improvement within the time frame of our research. In conclusion we believe that it is necessary to quantify goals if these are to lead to increased transparency.|
|Appears in Collections:||MSc Management Science|
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