title: Customer satisfaction in the emergency department.
abstract: Patient satisfaction is not merely a "smile and be nice" set of behaviors. It is a philosophy that is founded in the concept that the patient's experience of care is important and ultimately translates into their actual response to care. The improved response to care that patients exhibit makes patient satisfaction important from a clinical vantage point. That point alone is enough to justify implementation of and commitment to a customer satisfaction program. There are, however, other compelling reasons also. Customer satisfaction has profound ramifications for the financial status of the institution and for its professional reputation in the community. The caregivers who participate in a system of good customer satisfaction experience fewer malpractice suits than their counterparts. And they enjoy a work environment that is more stable and pleasant than other institutions. The implementation of a meaningful customer service program is a huge task. It is a fundamental culture change that requires vision, long-term commitment, and constant surveillance. The single most critical factor in the successful implementation of a program that produces all the gains that it promises is leadership. Leadership must set the stage, create the atmosphere,demand that staff meet expectations, reward success, provide an example,and shape the new culture. Without strong, clear leadership, any customer service initiative will be simply a hospital-wide exercise, and those staff members who harbor a cynical viewpoint will be proved right in the end.One major difference between a successful customer service initiative and an unsuccessful one is the level of sincerity the hospital and its staff have about the care they express for their patients. If the whole process is merely an exercise to improve scores, the success will be limited and without deep roots. If the push is to establish an atmosphere of genuine care and interest for patients, however, the results are more meaningful, longer lasting, and more appreciated by patients and staff.
authors.affiliation: InPhyNet Hospital Services, Inc., 14050 NW 14th St., Suite 190, Fort Lauderdale, FL 33323, USA. kelly_worthington@teamhealth.com
authors.forename: Kelly
authors.initials: K
authors.lastname: Worthington
mesh_terms: D004636:Emergency Service, Hospital / Q000458:organization & administration*; D006801:Humans; D007588:Job Satisfaction; D007857:Leadership; D008318:Malpractice; D008389:Marketing of Health Services / Q000458:organization & administration; D009936:Organizational Innovation; D009937:Organizational Objectives; D016134:Organizational Policy; D010344:Patient Advocacy; D010348:Patient Care Team / Q000458:organization & administration; D017060:Patient Satisfaction; D018802:Patient-Centered Care / Q000458:organization & administration*; D010564:Personnel, Hospital / Q000523:psychology; D010686:Philosophy, Medical; D024382:Professional Role; D011785:Quality Assurance, Health Care / Q000458:organization & administration; D012308:Risk Management / Q000458:organization & administration