The Need for Performance Measurement in the Health Care Public Sector

• Autorzy: Aldona Frączkiewicz-Wronka , Agata Austen
• Języki publikacji: EN

Abstrakty

EN

One of the areas in which governance, cost savings, and efficiency are particularly important is in publicly funded health care systems. Health targets were officially and internationally promoted by the WHO Health for all programme, launched in 1980. For the European countries, this programme led to the formation of 38 targets that were the European countries, this programme led to the formation of 38 targets that were endorsed in 1984. These targets focused on reducing health inequalities, mortality, and morbidity from certain disease groups, improving Health of specific groups and targeting health determinants. Furthermore, each country was expected to elaborate these targets in its own way and monitor progress in these areas. Data from all countries were organised in the European health for all database. In 1998 revisions were made to the original targets and "21 targets for the 21st century", part of a Health for All policy framework for the European region, was established. While the WHO targets had a significant influence on health policy developments in the European region, no European country has formally incorporated this strategy into its health policy. Thus, they remain political constructs that ultimately have no force, not having been translated into national strategies. (fragment of text)

Słowa kluczowe

EN

Health care; Public funding; Financing of health protection

PL

Opieka zdrowotna; Środki publiczne; Finansowanie ochrony zdrowia

• Czasopismo: Scientific Publications / University of Economics in Katowice
• Rocznik: 2008
• Tom: Performance Measurement in Public Organisations: the Theory and the Practice of the Health Care Sector
• Strony: 17--37

Twórcy

autor

Aldona Frączkiewicz-Wronka

• University of Economics in Katowice, Poland

autor

Agata Austen

• University of Economics in Katowice, Poland

Bibliografia

• Adcroft A., Willis R. (2005): The (Un)Intended Outcome of Public Sector Performance Measurement. "The International Journal of Public Sector Management". Bradford, Vol. 18(4/5): 386-400.
• Arnaboldi M., Lapsley I. (2005): Activity Based Costing in Health Care: A UK Case Study. "Research in Health Care Financial Management", 10(1): 61-75.
• Barnard C. (1938): The Functions of the Executive. Harvard University Press, Cambridge, MA.
• Barzelay M., Fuchtner N. (2003): Explaining Public Management Policy Change: Germany in Comparative Perspective. "Journal of Comparative Policy Analysis", 5(1): 7-27.
• Bocci F. (2005): Reforming the Public Sector - What about the Citizens? European Group of Public Administration. 31.8.-3.9.2005, Berne.
• Bocci F., Luppi E., Neri G. (2006): Mission-Oriented Scorecard: A Framework for Public Sector and Not-for-Profit Organizations. The Case of Local Health Authority of Modena. In: Performance Measurement and Management, Public and Private. "Papers from the Fifth International Conference on Performance Measurment and Management PMA 2006". Cranfield School of Management.
• Boland T., Fowler T. (2000): A Systems Perspective of Performance Management in Public Sector Organizations. "The International Journal of Public Sector Management", 13(5): 417-446.
• Courty P. Heinrich C., Marschke G. (2005): Setting the Standard in Performance Measurement Systems. "International Public Management Journal", 8(3): 321-347.
• Day G,, Wensley R. (1988): Assessing Adventage: A Framework of Diagnosing Competitive Superiority. "Journal of Marketing", 52: 13-29.
• Drucker P.F. (1995): The Information Executives Truly Need. "Harvard Business Review", 73(1): 1-24.
• Emery Y., Giauque D. (2003): Emergence of Contradictory Injunctions in Swiss NPM Projects. "The International Journal of Public Sector Management", Vol. 16(6): 468:482.
• Frączkiewicz-Wronka A. (red.): Ochrona zdrowia w regionie. Aspekty organizacyjne i prawne. AE, Katowice 2006.
• Freeman T. (2002): Using Performance Indicators to Improve Health Care Quality in the Public Sector: A Review of the Literature. "Health Services Management Research", 15(2): 126-12, May.
• Fukuyama F. (2005): Budowanie państwa. Władza i ład międzynarodowy w XXI wieku. REBIS, Poznań.
• Gianakis G.A. (2002): The Promise of Public Sector Performance Measurement: Anodyne or Placebo? "Public Administration Quarterly", 26, (1/2): 35-64.
• Gorgopolous B.S., Tannebaum A.S. (1957): A Study of Organizational Effectiveness. "American Sociological Review", 22: 534-40.
• Greiling D. (2005): Performance Measurement in the Public Sector: the German Experience. "International Journal of Productivity and Performance Management", 54(7): 551.
• Hoy F., Van Fleet D.D., Yatley M.J. (1984): Comparative Organizational Effectivenes Research Leading to Intervention Strategy. "Journal of Management Studies", 21: 18-41.
• Inamdar N., Kapłan R.S., Bower M. (2002): Applying the Balanced Scorecard in Health Care Provider Organizations. "Journal of Health Care Management", 73(3): 179-195.
• Isett K.R., Morrissey J.P., Topping S. (2006): Systems Ideologies and Street-Level Bureaucrats: Policy Change and Perceptions of Quality in a Behavioral Health Care System. "Public Administration Review", 66(2): 217-227, March/April.
• Kanji G.K., Sa P.M. (2003): Sustaining Healthcare Excellence through Performance Measurement. "Total Quality Management", 14(3): 269-89.
• Kaplan R.S. (2006): Balanced Scorecard w sektorze publicznym. Materiały seminarium przeprowadzonego w Warszawie 02.02.2006.
• Kaplan R.S., Norton D.P. (1992): The Balanced Scorecard. Measures that Drive Performance. "Harvard Business Review": 71-80, January-February.
• Kaplan R.S., Norton D.P. (1996): The Balanced Scorecard-Translating Strategy into Action. Harvard, Boston, MA.
• Kaplan R.S., Norton D.P. (2001): The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press, Boston, MA.
• Kleer J. (2005): Identyfikacja dóbr wytwarzanych przez sektor publiczny. W: J. Kleer (red.): Sektor publiczny w Polsce i na świecie. Między upadkiem a rozkwitem. CeDeWu Sp. z o.o., Warszawa.
• Kolthoff E., Huberts L., Van Den Heuvel H. (2007): The Ethics of New Public Management: Is Integrity at Stake? "Public Administration Quarterly", 30(4): 399-439.
• Leatherman S. (2001): Measuring up: Performance Indictors for Better Health Care Organization for Economic Cooperation and Development. The OECD Observer. Paris.
• Marinker M. (2002): Evidence and Imagination. In: Marinker M. (ed.): Health Targets in Europę: Polity, Progress and Promise. BMJ Books, London.
• Martinez V., Kennerley M. (2005): Performance Measurement Systems: Mix Effects. In: EURAM 2005. Responsible Management in an Uncertain World. 5th Annual International Conference Proceedings. TUM Business School, Munich.
• Oxley H., MacFarlan M. (1994): Health Care Reform Controlling Spending and Increasing Efficiency, Economic Department. "Working Papers", No. 149, General distribution OCDE/GD(94)101.
• Philippidou S.S., Soderquist K.E., Prastacos G.P. (2004): Towards New Public Management in Greek Public Organizations: Leadership versus Management, and the Path to Implementation. "Public Organization Re- view", 4(4): 317-337.
• Rollinson D. (2002): Organizational Behaviour and Analysis. An Integrated Approach. Prentice Hall, Harlow.
• Rummler G.A., Bracie A.P. (2000): Podnoszenie efektywności organizacji. PWE, Warszawa.
• Terry L. (1998): Administrative Leadership, Neo-Managerialism, and the Public Management Movement. "Public Administration Review", 58(3):194-200.
• Van Essen A.M. (2005): Theorising the Political Controversy on the Emergence of New Public Management in Health Care Reforms. Paper Prepared for the Young Researchers Workshop "The Governance of Social Policy in the New Europe", April 1-2, University of Bath.
• Van Herten L.M., Gunning-Schepers L.J. (2000): Targets as a Tool in Health Policy. Part 1: Lessons Learned. "Health Policy", 53: 1-11.
• Wallick W.G. (2002): Health Care Managers Roles, Competencies and Outputs in Organizational Performance Improvement. "Journal of Health Care Management", 47 (6): 390-401.
• Walsh K.(1995): Public Services and Market Mechanisms: Competition, Contracting and the New Public Management. Macmillan Press Ltd., London.
• Wismar M. (2001): Health Targets from an International Perspective: The German Health Reporting System and Current Approaches in Europe. In: Proceedings of the International Conference. Robert Koch Institute, Berlin.
• Yang K., Holzer M. (2006): The Performance-Trust Link: Implications for Performance Measurement. "Public Administration Review", 66(1): 114-126, Jan/Feb.
• Zimniewicz IC. (2006): Zasada intersubiektywności w naukach o zarządzaniu. "Współczesne Zarządzanie", nr 3.