Background: This study examined non-financial aspects of the organizational performance of public hospitals from the perspective of hospital physicians; the obtained results were analyzed to identify the necessary improvements in organizational performance. Methods: This was a cross-sectional study of multidisciplinary public hospitals on a group of 249 randomly selected physicians from 22 in-patient departments or clinics operating in the Warsaw region. The study data was collected using the structured World Health Organization questionnaires (to be filled out by respondents) assessing the hospital’s organizational performance variables qualified according to the McKinsey 7-S Framework. Epidata software version 3.1 was used for data entry, and the analysis was carried out in the SPSS software, version 19. The results of the organization evaluation are presented in the McKinsey 7-S Framework diagram. Key elements of the performance factors were grouped into ‘stens’, and the sten values were expressed as arithmetic means. Normal distribution of the stens was validated with the Kolmogorov–Smirnov test. 95% confidence intervals were calculated. The significance of differences between the analyzed stens was compared with the paired Student t-test. The interdependence of the variables was determined using the Pearson’s correlation coefficient. Results: The results revealed a significant difference (p <0.05) in the respondents’ assessment of social (a mean score of 2.58) and technical (a mean score of 2.80) organizational aspects of the hospital operation. Scores for all variables were low. The social elements of an organization with the lowest score included ‘staff’, and in it the aspect – ‘efforts are made to inspire employees at the lowest levels of the organization’, ‘skills’ involving the learning style followed by the management/managerial staff, and ‘management style’ (average scores of 2.38, 2.56, 2.61, respectively). Conclusion: Consistently with the existing literature, social factors were shown to play a more significant role in the management and they therefore deserve careful attention and more recognition when identifying and improving the key aspects affecting the organizational performance of public hospitals. Technical elements (strategy, structure, system) are important, but were demonstrated to have limited effect on the organizational operations geared towards ensuring effective functioning of a public hospital.

Background: This paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals. Methods: This study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model. A survey was conducted among physicians (n = 249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland. The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test. Results: The survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p < 0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians). Conclusion: The principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Background: Lean Healthcare Management is an innovative approach to process management in healthcare organizations. Despite that the Lean principles have been increasingly recognized worldwide as a tool to boost organizational performance, improve the quality of care and curb waste, the Lean...

Introduction Integrating digital health technologies to improve the overall performance of healthcare systems counts among the top priorities of the WHO. As evidenced in recent research, there are specific factors that may decisively determine the effective implementation and development of innovative digital health solutions. This review attempts to recognise and map the existing body of research and evidence to identify the determinants that either favour or hinder the deployment and use of digital health technologies by patients and physicians in primary care. Methods and analysis The scoping review will be conducted in accordance with the JBI Manual for Evidence Synthesis (2024 edition introducing nine stages) and with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews checklist. Search strategy will be conducted in PubMed, Embase, Cochrane Database of Systematic Reviews and Scopus in November 2024. The review will include quantitative, qualitative, mixed-methods studies, systematic, scoping or umbrella reviews, as well as text and opinion papers. The study selection process will be conducted by two researchers using Rayyan. The data will be analysed using MAXQDA and extracted into a tool prepared by the researchers. This review will summarise the existing data and will help create a list of potential and determinant barriers and facilitators that may be useful in conducting empirical research on embedding new digital health solutions and sustaining their use. Ethics and dissemination As no primary data will be collected for the purposes of this study, no formal ethical approval is required. Results will be published in a peer-reviewed journal. The findings will be used to conduct further research (HORIZON.2.1;grant:101095424) on the determinants of digital health implementation in primary care at the national level and to prepare recommendations for key stakeholders, as well as to develop recommendations on health policy in the European Union.

Szpitalny oddział ratunkowy jest kluczową komórką organizacyjną w strukturze szpitala i nieefektywne zarządzanie nią może mieć wpływ na funkcjonowanie całego szpitala. Czas jest głównym czynnikiem rokowniczym w przypadku wielu stanów nagłych, optymalizacja funkcjonowania oddziałów ratunkowych, przy uwzględnieniu zwiększania efektywności udzielania świadczeń i obniżenia kosztów funkcjonowania, stanowią więc istotny obszar potrzebnych zmian. Lean management jest zbiorem metod oraz narzędzi wywodzących się z Systemu Produkcyjnego Toyoty i stosowanym w wielu sektorach przemysłu i usług, w ochronie zdrowia narzędzia lean wykorzystywane są przede wszystkim w Stanach Zjednoczonych, Australii oraz Kanadzie. Celem niniejszej publikacji było zestawienie wyników zastosowania lean w oddziałach ratunkowych w Europie. Przeprowadzono przegląd literatury w bazach Medline, Embase, Scopus oraz ProQuest z wykorzystaniem słów kluczowych „lean management”, „health care” oraz „value stream mapping”, uwzględniono artykuły opublikowane do dnia 15.11.2015. Wyniki przeglądu wskazują, że nieefektywne funkcjonowanie oddziałów ratunkowych ma przełożenie na wyższy współczynnik śmiertelności pacjentów, spadek satysfakcji personelu medycznego z wykonywanej pracy, spadek satysfakcji pacjentów z otrzymywanych świadczeń opieki zdrowotnej oraz nieefektywne zużycie ograniczonych zasobów. Podkreśla się szczególnie istotną kwestię koordynacji działań podejmowanych w różnych miejscach realizacji świadczeń oraz rolę multidysycyplinarnego zespołu medycznego. Wdrażając rozwiązania lean w obszarze oddziałów ratunkowych należy mieć na uwadze stopień skomplikowania procesu diagnostyczno-terapeutycznego oraz chęć uczenia się szpitala jako organizacji.