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Literature review on patient satisfaction
Patient satisfaction literature review
Patient satisfaction literature review
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Patient satisfaction is a very important indicator that is used to measure the overall quality of healthcare. It generally affects the clinical outcomes, retention of patients and helps in handling any claims of malpractice in the health sector. This therefore makes patient satisfaction the best measure in terms if the effectiveness and efficiency in delivering quality healthcare. Apart from measuring the individual performance of individual practitioners, it also provides an in-depth evaluation of the overall performance of the medical centers. Further, the surveys on patient performance provide the best platform for engaging in measures and practices of improving service delivery. The result is happy and equally satisfied clients who immensely …show more content…
Higher patient satisfaction leads to benefits in the industry in that the patients become loyal, improved customer retention whereby a satisfied patient passes the information to others who attend the same facility when in need. Health centers with higher patient loyalty can be able to command a higher price without upsetting (Otani, Waterman & Dunagan, 2012). A patient may be willing to pay higher to consult a physician of their choice if they have confidence with the facility leading to a higher …show more content…
Satisfying patients is the top priority for healthcare administrators who are interested in improving the performance of the organization, preventing patient claim, leveraging on reimbursement and increasing gains in terms of the reputation as health providers of choice. The specific measures attributed this noble endeavor include waiting time, interaction with personnel, food, facility, access to information, inculcated programs and activities as well as perceived costs in relation to the quality of services delivered. In order to ensure quality of service and work towards improving the overall level of patient satisfaction, it is imperative for medical practitioners and other stakeholders to understand the above key measures and most importantly be able to make them a priority in all their practices. On the other hand, it is important to understand that patient satisfaction is a long-term process which takes concerted effort to achieve. Therefore, every instance should be a learning point where the focus should be on improving what is there presently to achieve higher standards
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
Due to the increasing financial implications, patient satisfaction has become a growing priority for health care organizations, as well as transitioning the health care organization’s philosophy about the delivery of health care (Murphy, 2014). This CMS value based purchasing initiative has created a paradigm shift in health care in which leaders and clinicians must focus on patient centered care and the patient experience which ultimately will result in better outcomes. Leaders and clinicians alike must be committed to the patient satisfaction. As leaders within the organization, these groups must be role models and lead by example for front-line staff. Ultimately, if patients are satisfied, they are more likely to be compliant with their treatment plans and continue to seek follow up care with their health care provider, which will result in decreased lengths of stay, decreased readmissions, increased referrals and decreased costs (Murphy, 2014). One strategy employed by health care leaders to capture the patient experience, is purp...
According to Fred Lee (2004) hospitals use clinical results and process improvement as a gauge of quality as this data can be readily measured and objective. Conversely, patients judge the quality of care by individual perception. Therein a gap of what the patient’s perception of quality care and how the healthcare providers perceive quality of care is created. The purpose of this paper is to discuss the Gaps Model of Service Quality while comparing the findings of the work done by Fred Lee in the book, If Disney Ran Your Hospital: 91/2 Things You would Do Differently.
In her paper emerging model of quality, June Larrabee discusses quality as a construct that includes beneficence, value, prudence and justice (Larrabee, 1996). She speaks of quality and value as integral issues that are intertwined with mutually beneficial outcomes. Her model investigates how the well-being of individuals are affected by perceptions of how services are delivered, along with the distribution of resources based on the decisions that are made (Larrabee, 1996). She speaks of the industrial model of quality and how the cornerstone ideas of that model (that the customer always knows what is best for themselves) does not fit the healthcare model (Larrabee, 1996). Larrabee introduces the concept that the patient va provider goal incongruence affects the provide (in this case the nurse) from being able to positively affect healthcare outcomes (Larrabee, 1996). The recent introduction of healthcare measures such as HCAHPS: Patients' Perspectives of Care Survey has encouraged the healthcare community to firmly espouse an industrial model of quality. HCAHPS is a survey where patients are asked questions related to their recent hospitalization that identifies satisfaction with case based solely on the individuals’ perception of the care given. This can lead to divergent goals among the healthcare team or which the patient is a member. Larrabee’s model of quality of care model
St. Michaels, as with most hospitals, surveys their patients on numerous topics concerning the care they received. St. Michael’s is required to report on some of the topics, including Patient Satisfaction. From the 4th quarter of 2011 through the 1st quarter of 2014, St. Michael’s received consistent results of over 90% Patient Satisfaction. As an employee of an Academic Medical Center, I can confirm that these results are excellent. Based on this information, the care that St. Michael’s provi...
According to the Centers for Disease Control and Prevention (CDC) (2012), the average time patients spend in the U.S. emergency department (ER) before they can see a doctor has increased to 25% between 2003-2009. The main cause of longer wait times (WT) in the ER is overcrowding. Overcrowding has been found to be closely related to both subjective and objective patient satisfaction (Miro’ et al, 2003). Longer wait times in the ED is such an important issue because its consequences are detrimental not only to the ER patients, but also to providers. As a health care provider, decreasing patients’ WT in the ED is essential, although challenging, to improve patient’s health outcomes and increase patients’ satisfaction. Although it is a very challenging issue to tackle, hospitals that have initiated some quality improvement (QI) strategies are experiencing some positive outcomes in that area of care. The outcomes are measured by decreased waiting times, improved patients’ clinical outcomes and increased patients’ satisfaction.
Studies used a mixture of measures and with different phrases to address the process or the outcome of patient satisfaction (Laith Alrubaiee, 2011).
A doctor’s waiting room for patients is beginning to become more and more crowded. Unsatisfied patients are starting to feel like they are waiting longer to see the doctors, and not spending enough time in an actual doctor’s room. “Studies show a steep decline over the last three decades in patients sense of satisfaction and the feeling their doctors are pro...
Patients make up a huge part in achieving service excellence for the healthcare industry. My healthcare facility helps the patients redeem themselves and correct with sensitivity. The patients are my customers, and my healthcare facility must remember our mission and vision of giving spectacular healthcare to our customers who are our priority. By giving quality customer service, my healthcare facility earns the gratitude and patronage of its patients. The patients pass their experiences to their families and that keeps my healthcare facilities’ reputation successful
With the rapid growth of the healthcare industry, especially considering the recent on-going policy changes, it is no surprise to the general public that healthcare providers are spending less time with the patients. This is due to the broad spectrum of inattentiveness to healthcare quality. The Donabedian Model classifying healthcare quality is crucial in understanding the areas in which quality is present, or in this case, not present. As far as structures go, they are inherently involved as the environment in which patients are treated plays a significant role in satisfaction and overall outcome. The processes involving the provider and the patient are lacking necessary interpersonal relationships for physicians to effectively diagnose and treat patients. The current problem in healthcare quality is the lack of patient centeredness in ambulatory care. This problem is resulting in low patient satisfaction and sub-optimal outcomes from discrepancies in care.
Quality and quality improvement are important to any healthcare organization because these principles allows organizations to fulfill their missions more effectively. Defining what quality is may differ depending on whom is asking the question, as differing participates may have differing ideas about what quality means and why it is important. Being that quality is what unites patients and healthcare organizations, we can see the importance of quality and the need for strong policies and practices that improve patient care and their experience while receiving that care. Giannini (2015) states that this dualistic approach to quality utilizes separate measurements, conformance quality that measures patient outcomes against a set standard and
The balance between quality patient care and medical necessity is a top priority and the main concern of many of the healthcare organizations today. Due to the rising cost of healthcare, there has been a change in the focus of reimbursement strategies that are affecting the delivery of patient care. This shift from a fee-for-service towards a value-based system creates a challenge that has shifted many providers’ focus more directly on their revenue. As a result, organizations are forced to take a hard look at the cost of services they are providing patients and then determining if the services and level of care are appropriate for the prescribed patient care.
There are a lot of effects of the patient feedback about the health services, especially in the dentistry department. In 1995, Sir David Mason wrote about the challenges and opportunities facing the dental profession and identified the "consumer revolution" as being one of the major trends currently shaping general dental practice in the UK: "More people want more say about their health and health services, the best care for themselves and their families and choice in that care. For the NHS the result has been a profound shift in emphasis from service providers to patients, the full effects of which have yet to be realized." (Mason D. 1995). One of these effects is the growing impact that patient satisfaction and dissatisfaction will have on the business success of dental practice.
Understanding quality measurement is essential in improving quality. Teams need to be able to understand whether the changes being made are actually leading to improved care and improved outcomes. For data to have an impact on an improvement initiative, providers and staff must understand it, trust it, and use it. Health care organization must understand the measurement of quality provided by the Institute of Medicine (patient outcomes, patient satisfaction, compliance, efficiency, safe, timely, patient centered, and equitable. An organization cannot improve its performance if it does not know how it is performing. Measuring quality improvements is essential as it reflects the quality of care given by the providers and that by comparing performance
Patient satisfaction survey, Doctor interpersonal skill questionnaire, scripts and instruction for participants, educational materials, flyers will be