Changes in the monitoring and oversight practices of not-for-profit hospital governing boards 1989-2005: evidence from three national surveys.
Despite the legal and practical importance of monitoring and oversight of management by hospital governing boards, there is little empirical evidence of how hospital boards fulfill these roles and the extent to which these practices have changed over time. We utilize data from three national surveys of hospital governance to examine how oversight and monitoring practices in public and private not-for-profit (NFP) hospital boards have changed over time. Findings suggest that board relations with CEOs in NFP hospitals display important but potentially contradictory patterns. On the one hand, NFP hospital boards appear to be exercising more stringent oversight of management and hospital performance. On the other hand, management is more actively involved with governance matters with less separation of board and management. This general pattern varies by the dimension of oversight and monitoring practice and by specific characteristics of NFP hospitals.
Alexander
Jeffrey A
JA
University of Michigan, Ann Arbor, MI, USA.
Lee
Shoou-Yih D
SY
Wang
Virginia
V
Margolin
Frances S
FS
D006075:Governing Board / Q000639:trends*; D019538:Health Care Surveys; D006779:Hospitals, Public / Q000458:organization & administration; D006788:Hospitals, Voluntary / Q000458:organization & administration*; D009935:Organizational Affiliation; D009936:Organizational Innovation; D011361:Professional Competence; D014481:United States