Mathematical Model to Evaluate the Effect of Information Quality, and Management Capability on Hospital Performance
DOI:
https://doi.org/10.56294/saludcyt2024.979Keywords:
Mathematical Model, information quality, employee trust and engagement, management capabilityAbstract
Introduction:
The objective of this study is to make active interaction among actual and theoretical outcomes of the view of 100 medical staff and medical supervisors of the university hospital and to study and analyze the effect of important parameters (quality information, employee trust, employee engagement, and management capability) on the hospital performance using the proposed mathematical model.
Methods:
Primary data were collected from the highest-level medical job position in a hospital (medical doctors, head of the medical department, and medical supervisors). Using convenient sampling, the proposed mathematical model represents the input parameters as information quality, employee trust, employee engagement, and management capability, and output parameters for hospital performance dimensions as output.
Results:
The identification system depends on the actual outcomes to evaluate the effects of information quality (IQ), employee trust (ET), employee engagement (EM), and management capability (MC) against hospital performance were 60.032%, 43.428%, 78.186%, and 62.817%, respectively.
Conclusions:
The derived mathematical model has a high accuracy to represent all the active parameters of the system and optimize the conditions to produce high outcomes
References
1. DeLone WH, McLean ER. Information systems success: The quest for the dependent variable. Information systems research. 1992 Mar;3(1):60-95.
2. Wang RY, Strong DM. Beyond accuracy: What data quality means to data consumers. Journal of management information systems. 1996 Mar 1;12(4):5-33.
3. Gogan JL, Baxter RJ, Boss SR, Chircu AM. Handoff processes, information quality and patient safety: A trans‐disciplinary literature review. Business Process Management Journal. 2013 Feb 1;19(1):70-94.
4. Foshay N, Kuziemsky C. Towards an implementation framework for business intelligence in healthcare. International Journal of Information Management. 2014 Feb 1;34(1):20-7.
5. Al-Jefri M, Evans R, Uchyigit G, Ghezzi P. What is health information quality? Ethical dimension and perception by users. Frontiers in medicine. 2018 Sep 20;5:260.
6. Sun Y, Zhang Y, Gwizdka J, Trace CB. Consumer evaluation of the quality of online health information: systematic literature review of relevant criteria and indicators. Journal of medical Internet research. 2019 May 2;21(5).
7. Mayer RC, Davis JH, Schoorman FD. An integrative model of organizational trust. Academy of management review. 1995 Jul 1;20(3):709-34.
8. Simons TL. Behavioral integrity as a critical ingredient for transformational leadership. Journal of organizational change management. 1999 Apr 1;12(2):89-104.
9. Simons T, Parks JM. The sequential impact of behavioral integrity on trust, commitment, discretionary service behavior, customer satisfaction, and profitability. Cornell University, Center for Hospitality Research; 2000.
10. Gilson L. Trust and the development of health care as a social institution. Social science & medicine. 2003 Apr 1;56(7):1453-68.
11. Yu MC, Mai Q, Tsai SB, Dai Y. An empirical study on the organizational trust, employee-organization relationship and innovative behavior from the integrated perspective of social exchange and organizational sustainability. Sustainability. 2018 Mar 19;10(3):864.
12. Baird KM, Tung A, Yu Y. Employee organizational commitment and hospital performance. Health care management review. 2019 Jul 1;44(3):206-15.
13. Bligh MC. The role of trust in leader-follower relationships.
14. Boies K, Fiset J, Gill H. Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The leadership quarterly. 2015 Dec 1;26(6):1080-94.
15. Guinot J, Chiva R. Vertical trust within organizations and performance: a systematic review. Human Resource Development Review. 2019 Jun;18(2):196-227.
16. Koohang A, Paliszkiewicz J, Goluchowski J. The impact of leadership on trust, knowledge management, and organizational performance: A research model. Industrial Management & Data Systems. 2017 Apr 10;117(3):521-37.
17. Mo S, Shi J. Linking ethical leadership to employee burnout, workplace deviance and performance: Testing the mediating roles of trust in leader and surface acting. Journal of Business Ethics. 2017 Aug;144:293-303.
18. Wellins R, Concelman J. Creating a culture for engagement. Workforce performance solutions. 2005;4(1):1-4.
19. Lucey J, Bateman N, Hines P. Why major lean transitions have not been sustained. Management Services. 2005 Jan;49(2):9-13.
20. Gibbons J, Schutt R. A global barometer for measuring employee engagement. Conference Board.
21. Macey WH, Schneider B. The meaning of employee engagement. Industrial and organizational Psychology. 2008 Mar;1(1):3-0.
22. Ologbo AC, Sofian S. Individual and organizational factors of employee engagement on employee work outcomes. International Journal of Business and Behavioral Sciences. 2013 Mar;3(3):498-502.
23. Alfes K, Shantz AD, Truss C, Soane EC. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management. 2013 Jan 1;24(2):330-51.
24. Gichohi PM. The role of employee engagement in revitalizing creativity and innovation at the workplace: A survey of selected libraries in Meru County-Kenya.
25. Men LR. Employee engagement in relation to employee–organization relationships and internal reputation: effects of leadership communication. Public Relations Journal. 2015;9(2):11-22.
26. Selvarasu A, Sastry SK. A study of impact on performance appraisal on employee’s engagement in an organization. International Journal of Managerial Studies and Research (IJMSR). 2014 Dec;2(1):10-22.
27. Rana S, Chopra P. Developing and sustaining employee engagement: the strategic perspective in telecom company. InManagement Techniques for Employee Engagement in Contemporary Organizations 2019 (pp. 142-164). IGI Global.
28. Eisenhardt KM, Martin JA. Dynamic capabilities: what are they?. Strategic management journal. 2000 Oct;21(10‐11):1105-21.
29. Adner R, Helfat CE. Corporate effects and dynamic managerial capabilities. Strategic management journal. 2003 Oct;24(10):1011-25.
30. Matheson D. Management capability: What it really means, Management Magazine.
31. Carmeli A, Tishler A. The relationships between intangible organizational elements and organizational performance. Strategic management journal. 2004 Dec;25(13):1257-78.
32. DeSarbo WS, Anthony Di Benedetto C, Song M, Sinha I. Revisiting the Miles and Snow strategic framework: uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance. Strategic management journal. 2005 Jan;26(1):47-74.
33. Wolff JA, Pett TL. Small‐firm performance: modeling the role of product and process improvements. Journal of small business management. 2006 Apr;44(2):268-84.
34. Grover A, Torre I. Management capabilities and performance of firms in the Russian Federation. World Bank Policy Research Working Paper. 2019 Sep 4(8996).
35. Dadgar E, Janati A, Tabrizi JS, Asghari-Jafarabadi M, Barati O. Iranian expert opinion about necessary criteria for hospitals management performance assessments. Health promotion perspectives. 2012;2(2):223.
36. Shukla M. Impact of a health governance intervention on provincial health system performance in Afghanistan: a quasi-experimental study. Health systems & reform. 2018 Jul 3;4(3):249-66.
37. Doshmangir L, Takian A. Capacity building to improve hospital managers’ performance in West Asia. International Journal of Health Policy and Management. 2019 May;8(5):319.
38. Simons T, Friedman R, Liu LA, McLean Parks J. Racial differences in sensitivity to behavioral integrity: attitudinal consequences, in-group effects, and "trickle down" among Black and non-Black employees. Journal of Applied Psychology. 2007 May;92(3):650.
39. Ribière V, LaSalle AJ, Khorramshahgol R, Gousty Y. Hospital information systems quality: a customer satisfaction assessment tool. InProceedings of the 32nd Annual Hawaii International Conference on Systems Sciences. 1999. HICSS-32. Abstracts and CD-ROM of Full Papers 1999 Jan 5 (pp. 7-pp). IEEE.
40. Vera A, Kuntz L. Process-based organization design and hospital efficiency. Health care management review. 2007 Jan 1;32(1):55-65.
41. Gemmel P, Vandaele D, Tambeur W. Hospital Process Orientation (HPO): The development of a measurement tool. Total Quality Management. 2008 Dec 1;19(12):1207-17.
42. Kershaw R, Kershaw S. Developing a Balanced Scorecard to implement strategy at St. Elsewhere hospital. Management accounting quarterly. 2001 Jan 1;2(2).
43. Olden PC, Smith CM. HOSPITALS, COMMUNITY HEALTH, AND BALANCED SCORECARDS. Academy of Health Care Management Journal. 2008 Jan 1;4(1).
44. Walker KB, Dunn LM. Improving hospital performance and productivity with the balanced scorecard. Academy of Health Care Management Journal. 2006 Jan 1;2.
45. Griffith JR, Alexander JA, Jelinek RC, Foster DA, Mecklenburg GA. Is anybody managing the store? National trends in hospital performance. Journal of Healthcare Management. 2006 Nov 1;51(6):392.
46. Zelman WN, Pink GH, Matthias CB. Use of the balanced scorecard in health care. Journal of health care finance. 2003 Jan 1;29(4):1-6.
47. Chen H, Tian Y, Daugherty PJ. Measuring process orientation. The International Journal of Logistics Management. 2009 Aug 14;20(2):213-27.
48. Griffith JR, Alexander JA, Warden GL. Measuring comparative hospital performance/practitioner response. Journal of healthcare management. 2002;47(1):41.
49. Gumbus A, Belthouse DE, Lyons B. A Three Year Journey to Organizational and Financial Health Using the Balanced Scorecard: A Case Study at a Yale New Haven Health System Hospital. Journal of Business & Economic Studies. 2003 Sep 1;9(2).
50. Chow CW, Ganulin D, Haddad K, Williamson J. The balanced scorecard: a potent tool for energizing and focusing healthcare organization management. Journal of Healthcare Management. 1998 May 1;43(3):263-80.
51. Lovaglio PG. Model building and estimation strategies for implementing the Balanced Scorecard in Health sector. Quality & Quantity. 2011 Jan;45:199-212.
52. Meyer SM, Collier DA. An empirical test of the causal relationships in the Baldrige Health Care Pilot Criteria. Journal of operations management. 2001 Jul 1;19(4):403-26.
53. Marley KA, Collier DA, Meyer Goldstein S. The role of clinical and process quality in achieving patient satisfaction in hospitals. Decision Sciences. 2004 Aug;35(3):349-69.
54. Ibrehem AS. System identification for experimental study for polymerization catalyst reaction in fluidized bed. Bulletin of Chemical Reaction Engineeing & Catalysis. 2011 Dec 20;6(2):137-46
Published
Issue
Section
License
Copyright (c) 2024 Main Naser Alolayyan, Khaleel Ibrahim Al- Daoud , Badrea Al Oraini , Mohammad Faleh Ahmmad Hunitie , Asokan Vasudevan, Peng Luo, Suleiman Ibrahim Shelash Mohammad (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
The article is distributed under the Creative Commons Attribution 4.0 License. Unless otherwise stated, associated published material is distributed under the same licence.