Patient Satisfaction: Understanding and Managing the by Irwin Press
By Irwin Press
This ebook explores the patient's notion of care to spot the drivers and implications of sufferer delight. because the first version of this publication was once released, nationwide discussions of sufferer pride have heated up. This new version may help you reply to transforming into issues. enjoy the author's 20+ years of expertise in measuring and dealing with sufferer delight. no matter if your pursuits contain bettering the standard of care, improving employees retention, expanding revenue margins, recruiting physicians, or attracting consumers, sufferer pride is without doubt one of the strongest instruments for achievement.
Read or Download Patient Satisfaction: Understanding and Managing the Experience of Care, Second Edition (Management Series (Ann Arbor, Mich.).) PDF
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Additional resources for Patient Satisfaction: Understanding and Managing the Experience of Care, Second Edition (Management Series (Ann Arbor, Mich.).)
Example text
The following equations make the point: 1. Higher Patient Satisfaction = Positive Predisposition 2. Negative Positive = Less Likelihood of Claim + Incident Predisposition 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 What this adds up to is that patient satisfaction is ultimately the most useful strategy for risk prevention. The cheapest claim to deal with is the one that is prevented because the patient does not think of it or want to do it in the first place. When Baptist Health Care of Pensacola, Florida, first thought of instituting a serious patient satisfaction program, their scores placed them as low as the 10th percentile among their national peers.
9315pt P Th e co n c e r n f o r quality alone is sufficient justification for creating a culture that thrives on patient satisfaction, but there is far more. You cannot deliver high quality care if you are out of business. To stay healthy themselves, hospitals have to attract and keep staff and physicians as well as patients. Loyalty must be earned. In this sense, staff and physicians are as much your customers as are patients. When all three constituencies are highly satisfied with your institution, your ability to meet your economic, staffing, and mission needs are maximized.
If patient satisfaction survey scores become a club with which to threaten staff, and if staff are not rewarded for aggressively addressing identifiable satisfaction issues, then both patients and staff may find less to recommend about your institution. If patient satisfaction is high, then staff feel more pride in their work and actualize the hospital’s mission more enthusiastically. High staff satisfaction is also an indicator that staff feel enabled and supported by management in fulfilling their personal missions of good patient care.