Total Quality Management and the Impact of Innovation on the Performance of Hospitals: Example of Private Hospitals in Ankara

Abstract

ABSTRACT
Aim: Everything in the world began to change radically. The health service provision within the health sector is one of the sectors that have been most affected by this change and transformed. The aim of the study is to examine Total Quality Management practices affect the performance of hospitals and innovations in health systems affect the performance of health institutions.
Method: Research data were obtained by collecting questionnaires from private hospital managers in Ankara between 29.08.2018 - 31.12.2018. Simple and multiple regression analysis was used, including a literature review.
Result: A total of 155 managers from 33 private hospitals, It was planned to reach all the managers included in the research, but 137 of them voluntarily participated in survey and agreed to contribute. Accordingly, the sample of the study represents 88.3% of the study population. The findings obtained as a result of the research were determined at the 95% confidence level.
Conclusion: In the century when technology has entered health services with digitalization and combined with artificial intelligence, rapid developments are experienced, and it seems that innovation, which has a key determinant role in providing competitive advantage in health service delivery, will continue to be the main character and increase its importance. While Total Quality Management practices focus on customer satisfaction in health services, innovation both facilitates the work of hospital staff and points out that it provides high performance by increasing the efficiency and effectiveness of the health service provided, and by providing the efficiency at the maximum level.

Keywords

• Total Quality Management
• Innovation
• Hospital Performance
• Regression

Toplam Kalite Yönetimi ve İnovasyonun Hastanelerin Performansına Etkisi: Ankara İlinde Özel Hastaneler Örneği

Abstract

Amaç: Dünyada her şey radikal bir şekilde değişmeye başladı. Bu değişimden en çok etkilenerek dönüşüme uğrayan sektörlerin başında sağlık sektörü içerisinde sağlık hizmet sunumu gelmektedir. Çalışmanın amacı hastanelerde Toplam Kalite Yönetimi’nin ve inovasyonun hastane performansına etkisinin boyutunu incelemektir.
Yöntem: Araştırma verileri 29.08.2018- 31.12.2018 tarihleri arasında Ankara ilindeki özel hastane yöneticilerinden anket toplama ile elde edildi. Literatür taraması da dahil olmak üzere basit ve çoklu regresyon analizi kullanıldı.
Bulgu: Toplamda 33 özel hastaneden yönetici kadrosunda yer alan 155 yönetici oluşturmaktadır. Araştırmada yer verilen tüm yönetici sayısına ulaşılmak planlanmış ancak 137'si ile yüz yüze anket çalışmasına gönüllü olarak katılıp, katkı sağlamayı kabul etmiştir. Buna göre, çalışmanın örneği, çalışma evrenini % 88,3 oranında temsil etmektedir. Araştırma sonucunda elde edilen bulgular % 95 güven düzeyinde saptanmıştır.
Sonuç: Teknolojinin dijitalleşme ile sağlık hizmetlerine girdiği ve yapay zeka ile birleştiği yüzyılda hızlı gelişmeler yaşanmakta ve sağlık hizmeti sunumunda rekabet avantajı sağlamada kilit belirleyici bir role sahip olan inovasyon ana karakter olmaya ve önemini arttırmaya devam edecektir. Toplam Kalite Yönetimi uygulamaları sağlık hizmetlerinde müşteri memnuniyetine odaklanırken, inovasyon hem hastane personelinin işini kolaylaştırmakta hem de sunulan sağlık hizmetinin verimliliğini ve etkinliğini artırarak ve verimliliği maksimum düzeyde sağlayarak yüksek performans sağladığına işaret etmektedir.

Keywords

• Toplam Kalite Yönetimi
• İnovasyon
• Hastane Performansı
• Regresyon

References

1. 1. McLaughlin CP, Kaluzny AD. Total Quality Management in Health: Making it Work. Health Care Management Review 1990;15(3): 7-14.
2. 2. Gurcaylilar Yenidogan T, Aksoy Ş. Untangling the Innovativeness-Performance Puzzle. Analyzing the Relationship Between Innovation, Value Creation and Entrepreneurship 2020;85-103.
3. 3. Shortell S, et al. Assessing the Impact of Total Quality Management and Organizational Culture on Multiple Outcomes of Care for Coronary Artery Bypass Graft Surgery Patients. Medical Care 2000;38(2):207-217.
4. 4. Lammers JC, et al. Total Quality Managementin Hospitals: The Contributions of Commitment, Quality Councils, Teams, Budgets and Training to Perceived Improvement at Veterans Health Administration Hospitals. MedicalCare 1996;34(5):463-478.
5. 5. Short P. Total Quality Management in Hospitals. Total Quality Management and Business Excellence1995;6(3):255-264. DOI:10.1080/09544129550035422
6. 6. Weiner BJ, et al. Quality Improvement Implementation and Hospital Performance on Patient Safety Indicators. Medical Care Research and Review 2006;63(1):29-57. DOI:10.1177/1077558705283122
7. 7. Alexander J, Weiner BJ, Griffith J. Quality Improvement and Hospital Financial Performans. Journal of Organizational Behaviour 2006;27(7):103-1029. DOI: 10.1002/job.401
8. 8. Omachonu VK, Einspruch NG. Innovation in Health Care Delivery Systems: A Conceptual Framework. The Innovation Journal: The Public Sector Innovation Journal 2010;15(1):1-20.

9. 9. Kunst P, Lemmink, J. Quality Management and Business Performance in Hospitals: Asearch for Success Parameters. Total Quality Management and Business Excellence 2000;11(8):1123-1133. DOI:10.1080/095441200440377
10. 10. Alolayyan MN, et al. Advance Mathematical Model to Study and Analyse the Effects of Total QualityManagement (TQM) and Operational Flexibility on Hospital Performance. Total Quality Management and Business Excellence 2011;22(12):1371-1393. DOI: 10.1080/14783363.2011.625183
11. 11. Carter RE, Lonial SC, Raju P. Impact of Quality Management on Hospital Performance: An Empirical Examination. Quality Management Journal 2010;17(4):8-24. DOI:10.1080/10686967.2010.11918289
12. 12. Gürbüz, S, Şahin, F. Research Methods in Social Sciences Philosophy Method Analysis. Ankara: Seçkin Publisher; 2016.
13. 13. Bunpin JJD, et al. Differences in Innovative Behavior Among Hospital-Based Registered Nurses. JONA The Journal of Nursing Administration 2016;46(3). DOI: 10.1097/NNA.000000000000000310
14. 14. Wang CL, Ahmed PK. The Development and Validation of the Organisational Innovativeness Construct Using Confirmatory Factor Analysis. European Journal of Innovation Management 2004;7(4):303-313. DOI:10.1108/14601060410565056
15. 15. Cua KO, McKone KE, Schroeder RE. Relationships Between Implementation of TQM, JIT and TPM and Manufacturing Performance. Journal of Operations Management 2001;19(6):674-694. DOI:10.1016/S02726963(01)00066-3
16. 16. Kaynak H. The Relationship Between Total Quality Management Practices and Their Effects on Firm Performance. Journal of Operations Management 2003;21(4):405-435. DOI:10.1016/S0272-6963(03)00004-4
17. 17. Rahman SU, Bullock P. Soft TQM, Hard TQM and Organisational Performance Relationships: An Empirical Investigation. Omega 2005;33(1):73-83. DOI:10.1016/j.omega.2004.03.008
18. 18. Fuentes-Fuentes MM, Albacete-Saez CA, Montes FJ. TheImpact of Environmental Characteristics on TQM Principles and Organizational Performance. Omega 2004;32(6):425-442. DOI:10.1016/j.omega.004.02.005
19. 19. Santos-Vijande ML, Alvarez-Gonzalez LI. TQM and Firms Performance: An EFQM Excellence Model Research Based Survey. International Journal of Business Science and Applied Management 2007;2(2):21–41.
20. 20. Prajogo DI. The Comparative Analysis of TQM Practices and Quality Performance Between Manufacturing and Service Firms. International Journal of Service Industry Management 2005;16(3):217–228. DOI: 10.1108/09564230510601378
21. 21. Nijoki Ndiritu CM. Influence of Total Quality Management Practices on Performance of Smalland Medium Enterprises: A Case of Youth Groups Projects in Kajiado North Sub County. (Unpublished doctoral dissertation). University of Nairobi; 2015.
22. 22. Küçük O, et al. The Effect of Total Quality Management on Business Performance: an Application in the Logistics Industry. The Jurnal of Academic Social Science Studies 2015;34:53–67.
23. 23. Baird K, Jia Hu K, Reeve R. The Relationships Between Organizational Culture, Total Quality Management Practices and Operational Performance. International Journal of Operations & Production Management 2011;31(7):789–814. DOI:10.1108/01443571111144850
24. 24. Harrington H, Voehl F. Innovation in Health Care. International Journal of Innovation 2010;2(1):13-27.
25. 25. Balachandra R, Friar JH. Factors for Success in R&D Projects and New Product Innovation: A Contextual Framework. IEEE Transactions on Engineering Management 1997;44(3):276-287.
26. 26. Alegre J, Lapiedra R, Chiva R.A. Measurement Scale For Product Innovation Performance. European Journal of Innovation Management 2006;9(4):333-346. DOI: 10.1108/14601060610707812
27. 27. Naktiyok A, Küçük, O. Effects of Critical Factors on Total Quality Management (TQM) on Organizational Performance in Small and Medium-Sized Enterprises (SMEs). Journal of Erciyes University Faculty of Economics and Administrative Sciences 2003;(21):43-65.
28. 28. Arumugam V, Keng-Boon O, Tuck-CheeF. TQM Practicesand Quality Management Performance: An Investigation of Their Relationship Using Data From ISO 9001:2000 Firms in Malaysia. TQM Journal 2008; 20(6):636-650. DOI:10.1108/17542730810909383
29. 29. Arostegui MNP, Sousa R, Montes F. Quality management practices, absorptive capacity and innovation performance. International Journal of Quality &Reliability Management 2013;34(4):1-29.
30. 30. Sumarjan N. Exploration of Quality Management Practices in Malaysian Hotels: An Equilibrium Approach. (Unpublished doctoral dissertation); Ames, Iowa; Iowa State University; 2011.
31. 31. Seyda C. Determining the Factors Affecting the Innovative Behaviors of Nurses and Midwives Working in a State Hospital: A Qualitative Study. Bozok Medical Journal February 2005.