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Integrating Key Nursing Measures into a Comprehensive Healthcare Performance Management System: A Tuscan Experience

Author

Listed:
  • Chiara Barchielli

    (Management and Health Laboratory, Institute of Management, Sant’Anna School of Advanced Studies, 56127 Pisa, Italy)

  • Anne Marie Rafferty

    (Midwifery & Palliative Care, Florence Nightingale Faculty of Nursing, King’s College London, London SE1 8WA, UK)

  • Milena Vainieri

    (Management and Health Laboratory, Institute of Management, Sant’Anna School of Advanced Studies, 56127 Pisa, Italy)

Abstract

This paper addresses the evaluation of nursing quality and safety beyond nursing tasks in specific healthcare settings and sets it in a context that conveys the sense of complexity and multifaceted nature of the contribution that nursing makes to the whole system. The paper describes research conducted in Tuscany during 2019 involving regional managers and heads of nursing departments. This research has led to the development of an integrated evaluation framework through focus groups and consensus process with the latter, which includes Performance Organizational climate data, Patient-Reported Experience Measures (PREMs), and Patient-Reported Outcome Measures (PROMs). This integrated framework aims at both making sense of extant measures as key performance indicators shared among different professionals while recognizing the important role of nursing care by adding specific measures and can be seen as a tool that boosts the sense of “teamness” in healthcare.

Suggested Citation

  • Chiara Barchielli & Anne Marie Rafferty & Milena Vainieri, 2022. "Integrating Key Nursing Measures into a Comprehensive Healthcare Performance Management System: A Tuscan Experience," IJERPH, MDPI, vol. 19(3), pages 1-14, January.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:3:p:1373-:d:734480
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    References listed on IDEAS

    as
    1. Milena Vainieri & Guido Noto & Francesca Ferre & Laura C. Rosella, 2020. "A Performance Management System in Healthcare for All Seasons?," IJERPH, MDPI, vol. 17(15), pages 1-10, August.
    2. Irene Wei Kiong Ting & Imen Tebourbi & Wen-Min Lu & Qian Long Kweh, 2021. "The effects of managerial ability on firm performance and the mediating role of capital structure: evidence from Taiwan," Financial Innovation, Springer;Southwestern University of Finance and Economics, vol. 7(1), pages 1-23, December.
    3. Kruk, Margaret Elizabeth & Freedman, Lynn P., 2008. "Assessing health system performance in developing countries: A review of the literature," Health Policy, Elsevier, vol. 85(3), pages 263-276, March.
    4. Bevan, Gwyn & Evans, Alice & Nuti, Sabina, 2018. "Reputations count: why benchmarking performance is improving health care across the world," LSE Research Online Documents on Economics 86469, London School of Economics and Political Science, LSE Library.
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    Cited by:

    1. Marina Bădileanu & Ileana Paula Ionel & Justin Aurelian & Daniel Alin Cristian & Cornelia Jude & Luminița-Izabell Georgescu & Ivona Răpan, 2022. "Perception and Deception in Nurses’ Clinical and Work-Related Professional Autonomy: Case Study for a Hospital in Romania," Sustainability, MDPI, vol. 15(1), pages 1-19, December.

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