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Qualitative study of views and experiences of performance management for healthcare-associated infections
BACKGROUND: Centrally led performance management regimes using standard setting, monitoring, and incentives have become a prominent feature of infection prevention and control (IPC) in health systems. AIM: To characterize views and experiences of regulation and performance management relating to IPC...
Autores principales: | , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
W.B. Saunders For The Hospital Infection Society
2016
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4993094/ https://www.ncbi.nlm.nih.gov/pubmed/26996088 http://dx.doi.org/10.1016/j.jhin.2016.01.021 |
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author | Brewster, L. Tarrant, C. Dixon-Woods, M. |
author_facet | Brewster, L. Tarrant, C. Dixon-Woods, M. |
author_sort | Brewster, L. |
collection | PubMed |
description | BACKGROUND: Centrally led performance management regimes using standard setting, monitoring, and incentives have become a prominent feature of infection prevention and control (IPC) in health systems. AIM: To characterize views and experiences of regulation and performance management relating to IPC in English hospitals. METHODS: Two qualitative datasets containing 139 interviews with healthcare workers and managers were analysed. Data directly relevant to performance management and IPC were extracted. Data analysis was based on the constant comparative method. FINDINGS: Participants reported that performance management regimes had mobilized action around specific infections. The benefits of establishing organizational structures of accountability were seen in empirical evidence of decreasing infection rates. Performance management was not, however, experienced as wholly benign, and setting targets in one area was seen to involve risks of ‘tunnel vision’ and the marginalization of other potentially important issues. Financial sanctions were viewed especially negatively; performance management was associated with risks of creating a culture of fearfulness, suppressing learning and disrupting inter-professional relationships. CONCLUSION: Centrally led performance management may have some important roles in IPC, but identifying where it is appropriate and determining its limits is critical. Persisting with harsh regimes may affect relationships and increase resistance to continued improvement efforts, but leaving all improvement to local teams may also be a flawed strategy. |
format | Online Article Text |
id | pubmed-4993094 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2016 |
publisher | W.B. Saunders For The Hospital Infection Society |
record_format | MEDLINE/PubMed |
spelling | pubmed-49930942016-09-01 Qualitative study of views and experiences of performance management for healthcare-associated infections Brewster, L. Tarrant, C. Dixon-Woods, M. J Hosp Infect Article BACKGROUND: Centrally led performance management regimes using standard setting, monitoring, and incentives have become a prominent feature of infection prevention and control (IPC) in health systems. AIM: To characterize views and experiences of regulation and performance management relating to IPC in English hospitals. METHODS: Two qualitative datasets containing 139 interviews with healthcare workers and managers were analysed. Data directly relevant to performance management and IPC were extracted. Data analysis was based on the constant comparative method. FINDINGS: Participants reported that performance management regimes had mobilized action around specific infections. The benefits of establishing organizational structures of accountability were seen in empirical evidence of decreasing infection rates. Performance management was not, however, experienced as wholly benign, and setting targets in one area was seen to involve risks of ‘tunnel vision’ and the marginalization of other potentially important issues. Financial sanctions were viewed especially negatively; performance management was associated with risks of creating a culture of fearfulness, suppressing learning and disrupting inter-professional relationships. CONCLUSION: Centrally led performance management may have some important roles in IPC, but identifying where it is appropriate and determining its limits is critical. Persisting with harsh regimes may affect relationships and increase resistance to continued improvement efforts, but leaving all improvement to local teams may also be a flawed strategy. W.B. Saunders For The Hospital Infection Society 2016-09 /pmc/articles/PMC4993094/ /pubmed/26996088 http://dx.doi.org/10.1016/j.jhin.2016.01.021 Text en © 2016 The Authors http://creativecommons.org/licenses/by/4.0/ This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/). |
spellingShingle | Article Brewster, L. Tarrant, C. Dixon-Woods, M. Qualitative study of views and experiences of performance management for healthcare-associated infections |
title | Qualitative study of views and experiences of performance management for healthcare-associated infections |
title_full | Qualitative study of views and experiences of performance management for healthcare-associated infections |
title_fullStr | Qualitative study of views and experiences of performance management for healthcare-associated infections |
title_full_unstemmed | Qualitative study of views and experiences of performance management for healthcare-associated infections |
title_short | Qualitative study of views and experiences of performance management for healthcare-associated infections |
title_sort | qualitative study of views and experiences of performance management for healthcare-associated infections |
topic | Article |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4993094/ https://www.ncbi.nlm.nih.gov/pubmed/26996088 http://dx.doi.org/10.1016/j.jhin.2016.01.021 |
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