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Conceptual Framework for Holistic Dialysis Management Based on Key Performance Indicators
Author(s) -
Liu HuChen,
Itoh Kenji
Publication year - 2013
Publication title -
therapeutic apheresis and dialysis
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.415
H-Index - 53
eISSN - 1744-9987
pISSN - 1744-9979
DOI - 10.1111/1744-9987.12019
Subject(s) - medicine , face validity , viewpoints , context (archaeology) , performance indicator , set (abstract data type) , conceptual framework , process management , job satisfaction , process (computing) , health care , scale (ratio) , knowledge management , psychometrics , computer science , psychology , management , art , philosophy , business , economic growth , visual arts , biology , operating system , paleontology , social psychology , epistemology , quantum mechanics , programming language , clinical psychology , physics , economics
This paper develops a theoretical framework of holistic hospital management based on performance indicators that can be applied to dialysis hospitals, clinics or departments in J apan. Selection of a key indicator set and its validity tests were performed primarily by a questionnaire survey to dialysis experts as well as their statements obtained through interviews. The expert questionnaire asked respondents to rate the degree of “usefulness” for each of 66 indicators on a three‐point scale (19 responses collected). Applying the theoretical framework, we selected a minimum set of key performance indicators for dialysis management that can be used in the Japanese context. The indicator set comprised 27 indicators and items that will be collected through three surveys: patient satisfaction, employee satisfaction, and safety culture. The indicators were confirmed by expert judgment from viewpoints of face, content and construct validity as well as their usefulness. This paper established a theoretical framework of performance measurement for holistic dialysis management from primary healthcare stakeholders’ perspectives. In this framework, performance indicators were largely divided into healthcare outcomes and performance shaping factors. Indicators of the former type may be applied for the detection of operational problems or weaknesses in a dialysis hospital, clinic or department, while latent causes of each problem can be more effectively addressed by the latter type of indicators in terms of process, structure and culture/climate within the organization.