Bartram et al. (2012) have stated that performance dimension offers the strategy makers a chief occasion to secure the health system enhancement as well as accountability. Therefore, in case of the health care professionals and the nurses, performance measurement targets to enhance the quality of the decisions for securing improved performance measurement. It can be stated that an imperative utilization of performance measurement is to provide proper feedback to the clinical practitioners on their specific actions and how these contrast to those of their peers (Dubois et al., 2013). However, this specific research work would try to focus on identifying performance measurement as well as management for the Nurses, especially in Myanmar.
Gitlin et al. (2012) in their research work has stated five major points in case of performance measurement and management for the health care professionals. Firstly, performance monitoring is highly essential to make sure that the patients receive a high quality service. Secondly, all the indicators are required to have a proper impact on the delivery of the patient care. The next point states that if performance monitoring is to be effective enough, the staffs are required to feel actively involved in the entire procedure. Fourth point states that the balanced scorecard assists in measuring performance and helps to recognize the shortcomings. The last most important point states that the entire system allows the staffs of the health care organization to look at the areas, where the improvements are highly required (Grigoroudis, Orfanoudaki & Zopounidis, 2012).
It can be stated that the significance of nurse recruitment to the deliverance of the high-quality patient care was one of the major principle findings in the marker report of the Institute of Medicine’s Committee in the Adequacy of Nurse Staffing in Hospitals and Nursing Homes. Therefore, it can be stated that measurement is innermost to the perception of the excellence enhancement; it supplies a means to identify what the hospitals in reality do and at the same time compares that with the inventive set targets in regards to recognize the opportunities for the overall improvement. Huber (2013) has opined that performance administration is best demonstrated as the expansion of the individuals with aptitude and assurance and working towards the achievements of the collective consequential objectives within an association that supports as well as supports their achievements.
Mannion and Braithwaite (2012) have stated that quality is the focal point of much activity in the NHS. In the detection of providing outstanding service quality, the NHS next stage assessment has set the foundation for a health service that would authorize the staffs and provide patients alternatives. However, it can be stated that the cost and safety concerns have put the spotlight on the hospitals in order to manage as well as improve their quality of care. It can be stated that the cost of the healthcare delivery is an important strain in Myanmar because it double every 10 years, irrespective of the health of the economy. Reports state the facts that from 1995 to 2005, overall national healthcare expenditure increased by 76% and the overall national health expenditures are estimated to increase by 94.9% between 2006 and 2016 (Moorhead, 2013).
Olivari et al. (2012) have stated that performance measurement enhances the management and the delivery of services and thus it can be stated that performance measurement enhances the communication internally among the health care professionals, as well as externally between the organization and as the patients and the stakeholders of the organization. As health and social care is one of the important parts of any nation, focusing on performance measurement of the nurses are highly needed. Pelletier and Stichler (2013) have stated that performance measurement helps in recognizing whether the nurses and the health care professionals are meeting the requirements of the patients or not and this is helpful in understanding the existing process in the hospitals. Apart from that, it makes sure that the decisions are based on fact, not on emotion. Moreover, it can be stated that performance measurement is helpful enough in recognizing whether the suppliers of health care are meeting the requirements of the patient and the patient parties (Sun et al., 2012).
As the nurses are one of the strong parts of the health and social care, it is required to measure the performance management system, as this enhances the bottom line by reducing the entire process cost and improve the productivity and mission effectiveness. Moreover, it allows the responsible the managers to recognize the best practices in an organization. However, it can be stated that with the course of time, several research works have significantly analyzed the importance of performance measurement as well as management for the nurses in the health and social care organizations (Pelletier & Stichler, 2013).
After going through the already done research work on analyzing the importance of performance measurement and development for the nurses, it can be stated that more research works are required to conduct on this topic, as the nurses are one of the integral parts of health and social care. It is required to look at the roles and responsibilities of the nurses on both the front lines of healthcare, as well as the spine of the patient management and thus, nurses play fundamental position in transforming the healthcare sector of any nation. Nurses as well explores the critical issues in the health care system and thus further research works are required to carry on this specific topic. It is expected that the nurses are required to focus on quality means to the patients and the families through proper evaluation of performance measurement on an early basis.
Bartram, T., Casimir, G., Djurkovic, N., Leggat, S. G., & Stanton, P. (2012). Do perceived high performance work systems influence the relationship between emotional labour, burnout and intention to leave? A study of Australian nurses. Journal of Advanced Nursing, 68(7), 1567-1578.
Dubois, C. A., D’Amour, D., Pomey, M. P., Girard, F., & Brault, I. (2013). Conceptualizing performance of nursing care as a prerequisite for better measurement: a systematic and interpretive review. BMC nursing, 12(1), 1.
Gitlin, L. N., Kales, H. C., & Lyketsos, C. G. (2012). Nonpharmacologic management of behavioral symptoms in dementia. JAMA, 308(19), 2020-2029.
Grigoroudis, E., Orfanoudaki, E., & Zopounidis, C. (2012). Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega, 40(1), 104-119.
Huber, D. (2013). Leadership and nursing care management. Elsevier Health Sciences.
Mannion, R., & Braithwaite, J. (2012). Unintended consequences of performance measurement in healthcare: 20 salutary lessons from the English National Health Service. Internal medicine journal, 42(5), 569-574.
Moorhead, S. (2013). Nursing Outcomes Classification (NOC), Measurement of Health Outcomes, 5: Nursing Outcomes Classification (NOC). Elsevier Health Sciences.
Olivari, Z., Steffenino, G., Savonitto, S., Chiarella, F., Chinaglia, A., Lucci, D., ... & Tricoci, P. (2012). The management of acute myocardial infarction in the cardiological intensive care units in Italy: the ‘BLITZ 4 Qualità’campaign for performance measurement and quality improvement. European Heart Journal: Acute Cardiovascular Care, 1(2), 143-152.
Pelletier, L. R., & Stichler, J. F. (2013). Action brief: patient engagement and activation: a health reform imperative and improvement opportunity for nursing. Nursing outlook, 61(1), 51-54.
Sun, T., Zhao, X. W., Yang, L. B., & Fan, L. H. (2012). The impact of psychological capital on job embeddedness and job performance among nurses: a structural equation approach. Journal of Advanced Nursing, 68(1), 69-79.
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