Improving competitiveness through performance-measurement systems.
Parallels exist between the competitive pressures felt by U.S. manufacturers over the past 30 years and those experienced by healthcare providers today. Increasing market deregulation, changing government policies, and growing consumerism have altered the healthcare arena. Responding to similar pressures, manufacturers adopted a strategic orientation driven by customer needs and expectations that led them to achieve high performance levels and surpass their competition. The adoption of integrated performance-measurement systems was instrumental in these firms' success. An integrated performance-measurement model for healthcare organizations can help to blend the organization's strategy with the demands of the contemporary healthcare environment. Performance-measurement systems encourage healthcare organizations to focus on their mission and vision by aligning their strategic objectives and resource-allocation decisions with customer requirements.
Stewart
L J
LJ
Wagner Graduate School of Public Service, New York University, New York City, USA. madisonpr1@aol.com
Lockamy
A
A
D003659:Decision Making, Organizational; D004465:Economic Competition; D005375:Financial Audit; D019981:Health Care Sector; D006298:Health Services Administration / Q000191:economics / Q000592:standards*; D007324:Institutional Management Teams; D008330:Management Audit; D008485:Medical Audit; D017146:Models, Organizational; D020380:Needs Assessment; D009937:Organizational Objectives; D017064:Process Assessment, Health Care; D019984:Quality Indicators, Health Care; D018511:Systems Integration; D017749:Total Quality Management / Q000379:methods*; D014481:United States