title: Medical engagement: a crucial underpinning to organizational performance.
abstract: Medical Engagement has long been advocated as a critical component relating to organizational performance. Relatively little data though existed to support this contention. Using the Medical Engagement Scale (MES) This study demonstrates a persuasive linkage between assessed levels of Medical Engagement in secondary care organizations and independently gathered performance measures. Implications of executive leaders in promoting engagement are explored.
authors.affiliation: Institute of Clinical Leadership, Medical School, University of Warwick, Coventry, UK. p.c.spurgeon@warwick.ac.uk
authors.forename: Peter
authors.initials: P
authors.lastname: Spurgeon
authors.forename: Patti M
authors.initials: PM
authors.lastname: Mazelan
authors.forename: Fred
authors.initials: F
authors.lastname: Barwell
mesh_terms: D003695:Delivery of Health Care / Q000458:organization & administration* / Q000592:standards; D017598:Efficiency, Organizational / Q000592:standards; D004650:Employee Performance Appraisal / Q000379:methods / Q000592:standards; D017052:Hospital Mortality; D006801:Humans; D061214:Patient Safety; D010559:Personnel Management / Q000379:methods / Q000592:standards; D011787:Quality of Health Care / Q000458:organization & administration / Q000592:standards; D000078329:Workforce