- 2015-03-09 (x)
- 2007-05 (x)
- Gibson, Anna H. (x)
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Show moreThe focus of this study is to develop a sense of managements’ approach to removing medical error or occurrence reporting barriers within their hospital system. Managers perceive leadership, communication, policy changes, procedure changes, education, training, and feedback as fundamental approaches. Yet, scholarly research indicates a reporting barrier can be attributed a lack of feedback to staff on previously reported errors. The staff not only desires constructive feedback, but views feedback as a means to learn from mistakes. The study findings indicate there are three levels of feedback. Although institutional and managerial feedback is provided, what appears to be missing is the type of feedback individuals need to motivate them to make reports. Moreover, a reporting barrier occurs when the staff does not make the link between their efforts to report and practice improvements. Traditional methods of providing feedback through education and training as motivators may not be enough to meet staff expectancy levels. The concept of expectancy is that the staff expects some type of reward for their efforts to report medical errors and occurrences. Building on previous studies of motivation and expectancy theories, research indicates feedback can provide employees with information that creates awareness of their contribution and increase their level of participation for the purpose of improving the organization’s overall effectiveness.
Doctorate of Management Programs
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Show morePatient medical errors cause thousands of individual injuries and deaths each year. Avoidable medical errors occur every day, thus creating serious concern as to the safety, ethical and legal implications in healthcare delivery. A literature review of scholarly work indicates medical errors are underreported both at the institutional level and on the individual level. This paper attempts to explain why medical errors are underreported. It considers reporting practices from other industries that are applicable to the medical industry, the importance of reporting medical errors along with those incidents that have the potential to improve patient safety and patient quality of care, and the impact of regulatory factors on reporting. The paper concludes with a discussion and recommendations for further research to close the practice gap between what occurs and/or is observed and what is reported.
Doctorate of Management Programs
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Show moreA current problem in practice in the medical industry is the underreporting of medical errors. Accordingly, there is no way of knowing whether the harm from medical errors is accurately calculated. Rates of error reporting in high reliability organizations (HROs) exceed those in other industries, including health care. HROs and error reporting have traditionally been examined through a lens of organizational culture and but not from the perspective of individual variations. To study the effect of individual variations on medial error reporting, we build on existing social cognitive theory, specifically adapting Albert Bandura’s Triadic Reciprocality Model. The adapted model explores the interaction of personal cognitive factors influenced by self-efficacy and outcome expectations, social behavior factors influenced by competing demands and clinical inertia, and environmental factors influenced by organizational culture and competing demands. Using a survey of health care professionals involved in direct patient care, the study assesses the likelihood that participants will report trivial, moderate and serious medical errors. The findings show that self-efficacy affects error reporting at all levels. Competing demands and clinical inertia affect the likelihood of reporting trivial errors. Self-efficacy affects the likelihood that moderate errors will be reported but clinical inertia, outcome expectancy and competing demands do not. Serious errors are more likely to be reported when self-efficacy is high. Organizational culture moderates the effects of clinical inertia on reporting trivial errors, and the effects of self-efficacy and outcome expectations on reporting serious errors. Lastly, the hospital work unit affects outcome-expectations and competing demands in the likelihood to report all medical errors. The results of the study target interventions to improve practice.
Doctorate of Management Programs
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