Management Issues in Healthcare System

This study aims to identify the predictors of job satisfaction and perceived barriers of high-quality training among Faculty Members in the Family Medicine Postgraduate Program. This study is a cross-sectional quantitative study with a sample size of 50 trainers in the Family Medicine Postgraduate training program in the Kingdom of Saudi Arabia. A validated survey was used, and the items' response categories were on the 5 Likert Scale. The data was collected through a web-based survey link, and focus group interviews were conducted to stress needs and recommendations. From 50 trainers, 32 have responded to the job satisfaction survey. Among them, 69.7% reported they were satisfied or very satisfied with their jobs (9.1% and 60.6% reported being very satisfied and satisfied, respectively). Of all the statistically significant Job satisfaction predictors, six were Trainers’ rating of their Administrative Department, one was a health status variable, and two were among burnout rating. Job satisfaction is a Multi-Dimensional construct that includes stress and burnout variables and depends on the trainers’ perception of their work-life experience and environment. Although the job satisfaction among Family Medicine training was high, further efforts should be implemented to improve the job life and satisfaction by addressing multiple constructs.
 

While quality management has become essential in the industrial field, it is still looking for a place in the social field. Experiences remain very divergent, and consensus on the appropriate method and effective tools is still far from being reached.
This paper aims to review the literature in the field of performance measurement and management in health care. Studies concerning performance measurement and management in health in all settings were included. Studies before 2018 were identified from PubMed, Scopus, Web of Science, and Google Scholar. We conducted a thematic analysis of the international literature, identifying themes around the terms “performance assessment, performance evaluation, performance measurement, health indicators, conceptual framework, assessment framework, health system performance, and monitoring and evaluation. Thirty-seven articles were reviewed, and a set of conceptual frameworks were analyzed. Results were interpreted following the seven areas of the conceptual framework: Fundamental questions in performance evaluation, aims and objectives, role and goals, performance, conceptual frameworks, dysfunction of the health system, and performance assessment. All areas of care were involved, health promotion, preventive and curative care. For most organizations, performance measurement was in a relatively early stage of development or implementation. However, some dysfunctions were identified: a lack of systematic outcome assessment, a lack of documentation, a lack of resource evaluation related to quality for specific diseases, and persisting variations among providers in care for similar patients.