title: Maintaining patient satisfaction in a hospital reorganization.
abstract: A review of inpatient satisfaction data for MUSC provides both comfort and cause for additional study. Although overall satisfaction rates of 89 and 88 during the period of organizational change indicate stable patient perceptions, one must reflect upon these scores in greater detail. For example, although survey response rates in the 36 percent to 28 percent range appear customary for this type of survey, absolute numbers of discharge responses averaged 496 for the four quarters reported. Some confidence can be taken in the fact that overall survey scores were highly consistent in the 89 to 88 range for the entire reporting period. Moreover, the fact that workforce performance variables such as medication errors and patient occurrence reports did not change indicates that patient care did not deteriorate during this period. Although one could argue that in a time of workforce reduction, employees may work more diligently in order to ensure job security, and that work deterioration may be more apparent over a longer period of observation, this limited view suggests that, at least in the acute phase, work performance was maintained. Future studies should review the relative effectiveness of the specific strategies adopted by MUSC management to ensure high levels of patient care. For example, although MUSC adopted a fairly comprehensive communications effort, it is difficult to discern whether timeliness, variety, or repetition contributed more to the effectiveness of the communications program. Such information could help managers develop focused change implementation strategies. It appears from the inpatient survey data collected by UHC and from the two work performance monitors that MUSC's approach to change management has been able to preserve acceptable levels of patient satisfaction in the face of significant organizational change. Furthermore, these strategies may have been helpful in countering the turbulence caused by large scale change or, at the very least, insulating the care site from potentially negative effects.
authors.affiliation: Medical University of South Carolina Medical Center, Charleston, USA.
authors.forename: T P
authors.initials: TP
authors.lastname: Keating
authors.forename: G A
authors.initials: GA
authors.lastname: Arana
mesh_terms: D000046:Academic Medical Centers / Q000458:organization & administration* / Q000592:standards; D003142:Communication; D003625:Data Collection; D004651:Employment; D006754:Hospital Restructuring / Q000458:organization & administration*; D015285:Hospital-Patient Relations; D006801:Humans; D017060:Patient Satisfaction / Q000706:statistics & numerical data*; D010561:Personnel Staffing and Scheduling; D011590:Psychology, Industrial; D013022:South Carolina