Improvement Strategies: Forms and Consequences for Participation in Healthcare Improvement Projects
2013 (English)Manuscript (preprint) (Other academic)
From a management point of view there are many different approaches from which to choose in how to engage staff in initiatives to improve performance. The present study investigates how two different types of improvement strategies stimulate and encourage involvement of different professional groups in healthcare organizations. The first type, Designed Improvement Processes, is constituted of a methodologically guided collaborative program. The second type, Intrapreneurship Projects, is characterized by an “intrapreneur” working with an improvement project in a rather free manner. The data analysis was carried out through classifying the participants´ profession, position, gender and the organizational administration of which they were a part. The result showed that nurses were the largest group participating in both improvement initiatives. Physicians were also well represented, although they seemed to prefer the less structured Intrapreneurship Projects approach. Assistant nurses, being the second largest staff group, were poorly represented in both initiatives. This indicates that the benefits and support for one group may push another group aside. Managers need to give prerequisites and incentives for staff who do not participate to do so.
Place, publisher, year, edition, pages
Gender, Healthcare settings, Nursing staff professions, Participation, Quality Improvement, Quality Management
Medical and Health Sciences
IdentifiersURN: urn:nbn:se:liu:diva-91250OAI: oai:DiVA.org:liu-91250DiVA: diva2:616658