Research Article
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The Imperative Innovations in Healthcare Organizations

Year 2018, Volume: 3 Issue: 2, 19 - 33, 19.03.2018

Abstract

Social pressure and populism about the sense of state obligation to provide health care is an essential problem that must be solved. But, in republic state, it cannot be easy to take care of. So, it is sought for the solutions in organizational level in context of productivity, quality, reducing cost, role of health workforce. From this point, changing the method of measuring productive for any health organization to allocate the resources properly, the ways of improving quality by reducing cost, empowerment of health staff, which increases leadership and engagement to ensure improvements for more sustainable healthcare systems are new innovation areas. When considered that the funds which is financed for healthcare expenses cannot be increased because of the fact that there is global recession since 2008. So, global production has been depleting. Accordingly, the aim of this study is to investigate new imperative innovation areas in healthcare organizations for sustainable healthcare system.

References

  • Isfahani, S. S., Hosseini, M. A., Khoshknab, M. F., Peyrovi, H., & Khanke, H. R. (2015). What Really Motivates Iranian Nurses to be Creative in Clinical Settings?: A Qualitative Study. Global Journal of Health Science, 7(5), 132. Kenagy, J. (2009). ‘We won’t take control of healthcare by rearranging the Deckchairs on the Titanic’ FYA, 8, (13). http://kenagyassociates.com/wp-content/uploads/_writing_pdf/369-408dac1b.pdf, Accessed Date: 20.01.2017 Kroes, B. (2015). The role of Self-efficacy and the Effect of Perceived Organizational Support on Innovative Work Behavior. The Master Thesis Human Resource Studies. https://www.tilburguniversity.edu/upload/a0563698-81f3- 4b6c-b31a-65bf06e9eec3_997301HRS%20Bouke%20Kroes.pdf; Accessed Date: 22.01. 2017 Maher, L., Plsek P., Shakespeare, R. & Bevan, H. (2008). Commissioning to make a bigger difference; A guide for NHS and social care commissioners on promotin service innovation. NHS Institute for Innovation and Improvement. http://www.qualitasconsortium.com/index.cfm/reference-material/commissioning/commissioning-for-service- innovation/, Accessed Date: 22.01.2017 Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and Employee Creative Performance: Moderating Effects of Creative Self‐Efficacy, Reward Importance, and Locus of Control. Journal of Organizational Behavior, 36(1), 59-74. Man, J. (2001). ‘Creating innovation’. Work study, 50(6), 229-234. Marshall, M. & Øvretveit, J. (2011). Can We Save Money by Improving Quality?. BMJ Quality & Safety, BJM-2010. Martin, L. A., Neumann, C. W., Mountford, J., Bisognano, M., & Nolan, T. W. (2009). Increasing efficiency and enhancing value in health care: ways to achieve savings in operating costs per year. IHI Innovation Series White Paper. Cambridge, MA: Institute for Healthcare Improvement. https://cdn2.hubspot.net/hub/276565/file- 410068373-pdf/docs/856157170.pdf, Accessed Date: 22.01.2017 Moss, S. (2009). Cultivating the regulatory focus of followers to amplify their sensitivity to transformational leadership. Journal of Leadership & Organizational Studies, 15(3), 241-259. Ovretveit, J. (2009). Does improving quality save money? A review of evidence of which improvements to quality reduce costs to health service providers. The Health Foundation, London. Øvretveit, J. (2012). 3. ‘Raising quality and reducing costs–in one improvement?’.The Innovation Imperative in Health Care Organizations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation. Edward Elgar Publishing Parker, H. (2006). Making the Shift: a Review of NHS Experience. Coventry: NHS Institute for Innovation and Improvement. http://www.birmingham.ac.uk/Documents/college-social-sciences/social- policy/HSMC/research/making-the-shift.pdf, Accessed Date: 20.01.2017 Perrin, T. (2009). Employee Engagement Underpins Business Transformation. http://www.beprodevelopment.co.uk/wp-content/uploads/2016/10/Employee-engagement-underpins-business- transformation.pdf, Accessed Date: 22.01.2017 Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?. Journal of management, 30(6), 933-958. Spurgeon, P. (2012). Enhancing Medical Leadership and Engagement: Impact Upon Organisational Performance. The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation, 153. The Guardian News according to Compass https://www.theguardian.com/society/2008/apr/03/nhs.drugsandalcohol, Accessed Date: 21.02.2017 Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An Examination of Leadership and Employee Creativity: The Relevance of Traits and Relationships. Personnel Psychology, 52(3), 591-620. To, M. L., Ashkanasy, N. M., & Fisher, C. D. (2012). Fostering Creativity in Healthcare: Healthcare Workers as Agents of Creativity. The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation. Edward Elgar Publishing Walley, P., Rayment, J., & Cooke, M. (2006). Clinical systems improvement in NHS hospital trusts and their PCTs: a snapshot of current practice. Institute for Innovation and Improvement & The University of Warwick. Watson, T. (2012). Global Workforce Study. Engagement at Risk: Driving Strong Performance in a Volatile Global Environment. https://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2012/07/2012- Towers-Watson-Global-Workforce-Study, Accessed Dare: 22.01.2017 Zhou, J., & George, J. M. (2001). When Job Dissatisfaction Leads to Creativity: Encouraging The Expression of Voice. Academy of Management Journal, 44(4), 682-696.
Year 2018, Volume: 3 Issue: 2, 19 - 33, 19.03.2018

Abstract

References

  • Isfahani, S. S., Hosseini, M. A., Khoshknab, M. F., Peyrovi, H., & Khanke, H. R. (2015). What Really Motivates Iranian Nurses to be Creative in Clinical Settings?: A Qualitative Study. Global Journal of Health Science, 7(5), 132. Kenagy, J. (2009). ‘We won’t take control of healthcare by rearranging the Deckchairs on the Titanic’ FYA, 8, (13). http://kenagyassociates.com/wp-content/uploads/_writing_pdf/369-408dac1b.pdf, Accessed Date: 20.01.2017 Kroes, B. (2015). The role of Self-efficacy and the Effect of Perceived Organizational Support on Innovative Work Behavior. The Master Thesis Human Resource Studies. https://www.tilburguniversity.edu/upload/a0563698-81f3- 4b6c-b31a-65bf06e9eec3_997301HRS%20Bouke%20Kroes.pdf; Accessed Date: 22.01. 2017 Maher, L., Plsek P., Shakespeare, R. & Bevan, H. (2008). Commissioning to make a bigger difference; A guide for NHS and social care commissioners on promotin service innovation. NHS Institute for Innovation and Improvement. http://www.qualitasconsortium.com/index.cfm/reference-material/commissioning/commissioning-for-service- innovation/, Accessed Date: 22.01.2017 Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and Employee Creative Performance: Moderating Effects of Creative Self‐Efficacy, Reward Importance, and Locus of Control. Journal of Organizational Behavior, 36(1), 59-74. Man, J. (2001). ‘Creating innovation’. Work study, 50(6), 229-234. Marshall, M. & Øvretveit, J. (2011). Can We Save Money by Improving Quality?. BMJ Quality & Safety, BJM-2010. Martin, L. A., Neumann, C. W., Mountford, J., Bisognano, M., & Nolan, T. W. (2009). Increasing efficiency and enhancing value in health care: ways to achieve savings in operating costs per year. IHI Innovation Series White Paper. Cambridge, MA: Institute for Healthcare Improvement. https://cdn2.hubspot.net/hub/276565/file- 410068373-pdf/docs/856157170.pdf, Accessed Date: 22.01.2017 Moss, S. (2009). Cultivating the regulatory focus of followers to amplify their sensitivity to transformational leadership. Journal of Leadership & Organizational Studies, 15(3), 241-259. Ovretveit, J. (2009). Does improving quality save money? A review of evidence of which improvements to quality reduce costs to health service providers. The Health Foundation, London. Øvretveit, J. (2012). 3. ‘Raising quality and reducing costs–in one improvement?’.The Innovation Imperative in Health Care Organizations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation. Edward Elgar Publishing Parker, H. (2006). Making the Shift: a Review of NHS Experience. Coventry: NHS Institute for Innovation and Improvement. http://www.birmingham.ac.uk/Documents/college-social-sciences/social- policy/HSMC/research/making-the-shift.pdf, Accessed Date: 20.01.2017 Perrin, T. (2009). Employee Engagement Underpins Business Transformation. http://www.beprodevelopment.co.uk/wp-content/uploads/2016/10/Employee-engagement-underpins-business- transformation.pdf, Accessed Date: 22.01.2017 Shalley, C. E., Zhou, J., & Oldham, G. R. (2004). The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?. Journal of management, 30(6), 933-958. Spurgeon, P. (2012). Enhancing Medical Leadership and Engagement: Impact Upon Organisational Performance. The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation, 153. The Guardian News according to Compass https://www.theguardian.com/society/2008/apr/03/nhs.drugsandalcohol, Accessed Date: 21.02.2017 Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An Examination of Leadership and Employee Creativity: The Relevance of Traits and Relationships. Personnel Psychology, 52(3), 591-620. To, M. L., Ashkanasy, N. M., & Fisher, C. D. (2012). Fostering Creativity in Healthcare: Healthcare Workers as Agents of Creativity. The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation. Edward Elgar Publishing Walley, P., Rayment, J., & Cooke, M. (2006). Clinical systems improvement in NHS hospital trusts and their PCTs: a snapshot of current practice. Institute for Innovation and Improvement & The University of Warwick. Watson, T. (2012). Global Workforce Study. Engagement at Risk: Driving Strong Performance in a Volatile Global Environment. https://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2012/07/2012- Towers-Watson-Global-Workforce-Study, Accessed Dare: 22.01.2017 Zhou, J., & George, J. M. (2001). When Job Dissatisfaction Leads to Creativity: Encouraging The Expression of Voice. Academy of Management Journal, 44(4), 682-696.
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Details

Primary Language English
Journal Section Research Article
Authors

Hüseyin Arı

Publication Date March 19, 2018
Published in Issue Year 2018 Volume: 3 Issue: 2

Cite

APA Arı, H. (2018). The Imperative Innovations in Healthcare Organizations. International Journal of Health Administration and Education Congress (Sanitas Magisterium), 3(2), 19-33.
AMA Arı H. The Imperative Innovations in Healthcare Organizations. Sanitas magisterium. March 2018;3(2):19-33.
Chicago Arı, Hüseyin. “The Imperative Innovations in Healthcare Organizations”. International Journal of Health Administration and Education Congress (Sanitas Magisterium) 3, no. 2 (March 2018): 19-33.
EndNote Arı H (March 1, 2018) The Imperative Innovations in Healthcare Organizations. International Journal of Health Administration and Education Congress (Sanitas Magisterium) 3 2 19–33.
IEEE H. Arı, “The Imperative Innovations in Healthcare Organizations”, Sanitas magisterium, vol. 3, no. 2, pp. 19–33, 2018.
ISNAD Arı, Hüseyin. “The Imperative Innovations in Healthcare Organizations”. International Journal of Health Administration and Education Congress (Sanitas Magisterium) 3/2 (March 2018), 19-33.
JAMA Arı H. The Imperative Innovations in Healthcare Organizations. Sanitas magisterium. 2018;3:19–33.
MLA Arı, Hüseyin. “The Imperative Innovations in Healthcare Organizations”. International Journal of Health Administration and Education Congress (Sanitas Magisterium), vol. 3, no. 2, 2018, pp. 19-33.
Vancouver Arı H. The Imperative Innovations in Healthcare Organizations. Sanitas magisterium. 2018;3(2):19-33.

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