Literature DB >> 21840896

Medical engagement: a crucial underpinning to organizational performance.

Peter Spurgeon1, Patti M Mazelan, Fred Barwell.   

Abstract

Medical Engagement has long been advocated as a critical component relating to organizational performance. Relatively little data though existed to support this contention. Using the Medical Engagement Scale (MES) This study demonstrates a persuasive linkage between assessed levels of Medical Engagement in secondary care organizations and independently gathered performance measures. Implications of executive leaders in promoting engagement are explored.

Mesh：

Year:  2011        PMID： 21840896     DOI： 10.1258/hsmr.2011.011006

Source DB:  PubMed          Journal:  Health Serv Manage Res        ISSN： 0951-4848


  22 in total

1.  Measuring progress with clinical governance development in New Zealand: perceptions of senior doctors in 2010 and 2012.

Authors:  Robin Gauld; Simon Horsburgh
Journal:  BMC Health Serv Res       Date:  2014-11-04       Impact factor: 2.655

2.  Design and validation of a questionnaire to assess organizational culture in French hospital wards.

Authors:  F Saillour-Glénisson; S Domecq; M Kret; M Sibe; J P Dumond; P Michel
Journal:  BMC Health Serv Res       Date:  2016-09-17       Impact factor: 2.655

Review 3.  Understanding how and why audits work: protocol for a realist review of audit programmes to improve hospital care.

Authors:  Lisanne Hut-Mossel; Gera Welker; Kees Ahaus; Rijk Gans
Journal:  BMJ Open       Date:  2017-06-14       Impact factor: 2.692

4.  Catching and monitoring clinical innovation through performance indicators. The case of the breast-conserving surgery indicator.

Authors:  Anna Maria Murante; Silvio Candelori; Paola Rucci; Sabina Nuti; Manuela Roncella; Matteo Ghilli; Andrea Mercatelli; Maria Pia Fantini
Journal:  BMC Res Notes       Date:  2017-07-17

5.  'Broken hospital windows': debating the theory of spreading disorder and its application to healthcare organizations.

Authors:  Kate Churruca; Louise A Ellis; Jeffrey Braithwaite
Journal:  BMC Health Serv Res       Date:  2018-03-22       Impact factor: 2.655

6.  Bridging the Gap between Theory and Practice in Integrated Care: The Case of the Diabetic Foot Pathway in Tuscany.

Authors:  Sabina Nuti; Barbara Bini; Tommaso Grillo Ruggieri; Alberto Piaggesi; Lucia Ricci
Journal:  Int J Integr Care       Date:  2016-05-24       Impact factor: 5.120

Review 7.  Does the engagement of clinicians and organisations in research improve healthcare performance: a three-stage review.

Authors:  Annette Boaz; Stephen Hanney; Teresa Jones; Bryony Soper
Journal:  BMJ Open       Date:  2015-12-09       Impact factor: 2.692

8.  Improving Clinical Practice Using a Novel Engagement Approach: Measurement, Benchmarking and Feedback, A Longitudinal Study.

Authors:  John W Peabody; David R Paculdo; Diana Tamondong-Lachica; Jhiedon Florentino; Othman Ouenes; Riti Shimkhada; Lisa DeMaria; Trever B Burgon
Journal:  J Clin Med Res       Date:  2016-07-30

9.  Beyond clinical engagement: a pragmatic model for quality improvement interventions, aligning clinical and managerial priorities.

Authors:  Samuel Pannick; Nick Sevdalis; Thanos Athanasiou
Journal:  BMJ Qual Saf       Date:  2015-12-08       Impact factor: 7.035

Review 10.  Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature.

Authors:  Mairi Savage; Carl Savage; Mats Brommels; Pamela Mazzocato
Journal:  BMJ Open       Date:  2020-07-21       Impact factor: 2.692
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