Are performance measurement systems useful? Perceptions from health care. Issue 1 (December 2017)

• Record Type: Journal Article
• Authors: Demartini, Chiara; Trucco, Sara
• Is Part Of: BMC health services research. Volume 17:Issue 1(2017)
• Page Start: 1
• Page End: 15
• Publication Date: 2017-12
• Subjects: Performance measures -- Health care -- Perceived managerial discretion -- PLS-SEM -- Process improvement; Public health -- Research -- Periodicals; Medical care -- Research -- Periodicals; 362.1072
• DOI: 10.1186/s12913-017-2022-9
• Languages: English
• ISSNs: 1472-6963

Abstract

Abstract Background Prior literature identified the use of Performance Measurement Systems (PMS) as crucial in addressing improved processes of care. Moreover, a strategic use of PMS has been found to enhance quality, compared to non-strategic use, although a clear understanding of this linkage is still to be achieved. This paper deals with the test of direct and indirect models related to the link between the strategic use of PMS and the level of improved processes in health care organizations. Indirect models were mediated by the degree of perceived managerial discretion. Methods A PLS analysis on a survey of 97 Italian managers working for health care organizations in the Lombardy region was conducted. The response rate was 77.6%. Results The strategic use of PMS in health care organizations directly and significantly (p < 0.001) enhances performance in terms of improved processes. Perceived managerial discretion is positively and significantly (p < 0.001) affected by the strategic use of PMS, whereas the mediation effect is non-significant. Conclusions This study contributes to the literature investigating the design and implementation of a non-financial measurement tool, such as the non-financial information included into a balanced scorecard (BSC), in health care organizations. Managers in health care organizations can benefit from the strategic use of PMS to effectively allocate their time to strategic opportunities and threats, which might arise and affect organizational, output-related performance, such as improving processes.