26 results match your criteria Organizational Psychology Review [Journal]

  • Page 1 of 1

Facility service environments, staffing, and psychosocial care in nursing homes.

Health Care Financ Rev 2008 ;30(2):5-17

University of Central Florida, Orlando 32826, USA.

Using 2003 Online Survey Certification and Reporting (OSCAR) data for Medicare and Medicaid certified facilities (N = 14, 184) and multinomial logistic regression this study investigated if (1) psychosocial care quality was better in facilities where State requirements for qualified social services staffing exceeded Federal minimum regulations and (2) facility service environments are associated with psychosocial care quality. For-profit status and higher percentage of Medicaid residents are associated with lower quality. Staffing, market demand, and market competition are associated with better quality. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4195051PMC
May 2009
2 Reads

Hospital response to public reporting of quality indicators.

Health Care Financ Rev 2007 ;28(3):61-76

Mathematica Policy Research, Inc, Washington, DC 20024-2512, USA.

Senior hospital executives responding to a 2005 national telephone survey conducted for the Centers for Medicare & Medicaid Services (CMS) report that Hospital Compare and other public reports on hospital quality measures have helped to focus hospital leadership attention on quality matters. They also report increased investment in quality improvement (QI) projects and in people and systems to improve documentation of care. Additionally, more consideration is given to best practice guidelines and internal sharing of quality measure results among hospital staff Large, Joint Commission on Accreditation of Healthcare Organizations (JCAHO) accredited hospitals appear to be responding to public reporting efforts more consistently than small, non-JCAHO accredited hospitals. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4194994PMC
October 2007
5 Reads

Assessing Medicare beneficiaries' readiness to make informed health plan choices.

Health Care Financ Rev 2001 ;23(1):87-104

The Transtheoretical Model (TTM, the "stage model") can guide development of programs to increase Medicare beneficiaries' readiness to make informed health plan choices. In this study, TTM staging algorithms were developed to assess readiness to engage in three types of informed choice: (1) learning about the Medicare program; (2) learning about Medicare health maintenance organizations (HMOs); and (3) reviewing different plan options. Stage of change based on all three algorithms is related to knowledge about the Medicare program and information-seeking. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4194730PMC
January 2003
3 Reads

Why good people do bad things to the helpless.

Authors:
E C Moroney

CHAC Rev 1998 ;26(3):19-21

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February 1999
2 Reads

Measuring and improving the health status of end stage renal disease patients.

Health Care Financ Rev 1997 ;18(4):77-82

RAND, USA.

This highlight reports on recent efforts to develop and promote health status measurement instruments for use in dialysis units that treat end-stage renal disease (ESRD) patients, most of whom are covered for all medical services under Medicare. Readers interested in a more detailed discussion of instruments, including associated data collection and data processing aspects, should consult a recently published account, with its extensive references, of four instruments currently being used in dialysis units (Rettig et al., 1997). Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4194469PMC
February 1998
2 Reads

Condition-specific performance information: assessing salience, comprehension, and approaches for communicating quality.

Health Care Financ Rev 1996 ;18(1):95-109

University of Oregon, Department of Planning, Public Policy and Management, Eugene 97401, USA.

This study assesses how consumers view condition-specific performance measures and builds on an earlier study to test an approach for communicating quality information. The study uses three separate designs: a small experiment, a cross-sectional analysis of survey data, and focus groups. We test whether providing information on the health care context affects consumer understanding of indicators. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4193618PMC
April 1997
3 Reads

Employer-specific versus community-wide report cards: is there a difference?

Health Care Financ Rev 1996 ;18(1):111-25

HealthSystem Minnesota, Minneapolis 55416, USA.

This article describes preliminary results from a natural experiment that tested the impact of report cards on employees. As part of the 1995 enrollment process, some members of the State of Minnesota Employee Group Insurance Program received report cards on the plans offered to them, and others did not. Both groups of employees had a chance to review a second community-wide report card covering all Minnesota plans that had been distributed by an independent organization through local newspapers. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4193626PMC
April 1997
2 Reads

Team-based organizations: leading the essential transformation.

Authors:
W Lorimer J Manion

PFCA Rev 1996 :15-9

Manion & Associates, USA.

Transforming organizations into team-based structures is an intense professional challenge. What begins as a structural change will not be completed until the cultural transformation has occurred. This process challenges leadership skill and experience-based competencies. Read More

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August 1996
3 Reads

Leadership value added profile: a valuable self-improvement tool for leaders.

PFCA Rev 1996 :11-4

In order to be successful leading within today's "leaner and meaner" organizations, managers will need to shift their energies from handling day-to-day operations to nurturing the cultural and structural changes that tomorrow brings. This crucial process of self-improvement begins with facts about how they specifically spend their time today. These facts, in turn, are the basis for actionable recommendations. Read More

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August 1996
2 Reads

Caregiver supports: outcomes from the Medicare Alzheimer's disease demonstration.

Health Care Financ Rev 1997 ;19(2):97-117

University of California, San Francisco, USA.

A randomized 3-year study assessed the effect of expanded community-based services and case management on 5,254 caregivers of dementia clients. A tested policy concern was whether the financing of formal care would result in a reduction of informal assistance. Unmet needs task assistance for the demonstration's treatment group caregivers decreased by 30 percent within 6 months and by about 20 percent over 36 months relative to controls. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4194475PMC
March 1999
3 Reads

Patient centered long-term care.

Authors:
N A Miller

Health Care Financ Rev 1997 ;19(2):1-10

Office of Strategic Planning, U.S. Health Care Financing Administration, USA.

Drawing upon an individual's needs, values, and expectations to guide decisionmaking and care giving is integral to long-term care (LTC). Articles in this issue demonstrate that client values and preferences can be elicited and used to guide decisionmaking about LTC. Service delivery and payment features can be shaped to support the patient/consumer, as well as to support and strengthen her or his informal caregivers. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4194476PMC
March 1999
5 Reads

The value in "value added"--a tool for understanding your operations.

PFCA Rev 1995 :8-10

There are two roles a value added profile can play--as a communication tool and as a target for restructuring. As a communication tool, the profile very clearly shows the inefficiencies of the system and the resulting underutilization of employees. These messages establish for everyone the need for and urgency of change. Read More

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September 1995
3 Reads

Horizontal versus vertical--two restructuring approaches to the same vision.

PFCA Rev 1995 :2-7

In summary, horizontal and vertical restructuring represent two different paths to the same vision. Both require a rock-solid foundation for success. In deciding the best approach for your organization, consider the trade-offs between the cultural ("we versus them") and operational ("to leap or not to leap") challenges associated with each approach. Read More

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September 1995
3 Reads

Access and satisfaction within the disabled Medicare population.

Authors:
M L Rosenbach

Health Care Financ Rev 1995 ;17(2):147-67

Center for Health Economics Research, Waltham, MA 02154, USA.

Little is known about variations in the levels of access and satisfaction within the disabled Medicare population. Based on the Medicare Current Beneficiary Survey (MCBS), beneficiaries under 65 years of age were classified by original reason for disability (mental versus physical). Those with a mental disability were less likely to have a private physician as a usual source; were less satisfied with the overall quality of care, availability of after-hours care, followup care, and coordination of care; and were more likely to report unmet need, owing in large part to supply barriers. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4193555PMC
June 1996
1 Read

Compensation in a patient focused environment. The past, present and future of reward systems.

Authors:
R Gerard M Speer

PFCA Rev 1995 :5-8

What have you done with compensation? It's the question asked of every healthcare organization in the midst of restructuring and work redesign. The prescription at the outset of these dramatic change programs was often for a heavy dose of compensation overhaul. But the reality has often been far less dramatic. Read More

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August 1995
2 Reads

Where does benchmarking fit? Crafting a role for sharing best practices.

Authors:
S Inman

PFCA Rev 1995 :12-5

PFCA, USA.

Benchmarking strategy alone may get you started, but the development of a sustainable program becomes the key to success. That development involves characteristics such as educating and nurturing appropriate benchmarking behaviors, building a best practice network to share learning and developing a continuous updating mechanism. With clear direction and these supporting systems in place, benchmarking can be a powerful tool to help you innovate today and stay on the right track for tomorrow. Read More

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August 1995
2 Reads

Pulling the right economic levers.

Authors:
T Harlin

PFCA Rev 1994 :18-23

Efforts throughout your restructuring program should be as focused as your targets. If you are targeting large amounts of savings through infrastructure reduction, push for extensive service redeployment, implement new operational enablers and reexamine burdensome policies. If the savings are expected to come from skill mix reduction, analyze the workload, study licensure laws, get comfortable with competency thresholds and understand training costs. Read More

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June 1995
3 Reads

Layered learning. Improved learning through phased education.

Authors:
W J Leander

PFCA Rev 1994 :2-7

If you do have the time and money to put on a "train everyone all at once in every new skill they need" educational program, then by all means, "Go for it!" However, for the rest of us, this traditional approach to education just may make initial implementation of our restructuring designs impractical. For us, Layered Learning comes to the rescue. That's the up-side of Layered Learning. Read More

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June 1995
2 Reads

Restructured care team design. Managing the trade-off between cost and performance.

Authors:
P J Zazzara

PFCA Rev 1994 :13-7

The trade-off between team performance and cost-effectiveness is pivotal to identifying care teams that have the best odds for success in a newly restructured environment. Use the framework to picture how those teams might operate. Think about how they may share work or work side-by-side. Read More

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June 1995
5 Reads

Demystifying service redeployment. Picking the "right" delivery approach for service.

Authors:
P J Zazzara

PFCA Rev 1994 :5-8

Service redeployment will always be an emotionally and intellectually challenging process marked by two sides fighting desperately for what they believe is "best." While many view ancillary personnel as impediments to restructuring, their technical concerns are usually the result of a misunderstanding of the redeployment process. These concerns can be answered by thoroughly discussing the process used to identify "What" services should be considered, "Where" services would be best utilized, "By whom" services could be safely delivered, and "How" processes will be redesigned to increase responsiveness. Read More

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June 1995
2 Reads

Putting faith into action.

Authors:
H Syren

CHAC Rev 1994 ;22(1):18-9

Interfaith Association on AIDS, Edmonton.

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July 1994
6 Reads

Pharmacists transporting patients? Don't worry, it's free.

Authors:
W J Leander

PFCA Rev 1994 :6-7, 10

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June 1995
2 Reads

Empower the people.

Authors:

CHAC Rev 1990 ;18(2):27

In July 1988, President Gerry Hiebert of Misericordia Hospital, Edmonton, created a Task Force to review the hospital's values, goals and structures to determine if the organization was providing adequate support to staff and to recommend directions for change. The Task Force's report emphasizes the real need for empowerment which is a key goal for every mission effectiveness program. Read More

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September 1990
4 Reads

Differences among black, Hispanic, and white people in knowledge about long-term care services.

Health Care Financ Rev 1983 ;5(2):51-67

This article provides data obtained through telephone interviews with 1,608 white, black, Mexican American, or Puerto Rican respondents. The study was designed to measure differences among ethnic groups in knowledge and attitudes toward long-term care services and the extent to which knowledge and attitudes affect service use. Across all groups, there is less knowledge about long-term, community-based care than institutional services. Read More

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http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4191332PMC
May 1984
2 Reads
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