طراحی مدل ارزیابی عملکرد خدمات برونسپاری بیمارستان شهید دکتر لبافی‌نژاد با استفاده از مدل کارت امتیازی متوازن (BSC)
محورهای موضوعی : -مدارک پزشکیسید نصیب الله فاطمی 1 , شقایق وحدت 2 , سمیه حسام 3
1 - کارشناس‌ارشد مدیریت خدمات بهداشتی و درمانی، واحد تهران جنوب، دانشگاه آزاد اسلامی، تهران، ایران
2 - استادیار، گروه مدیریت خدمات بهداشتی و درمانی، واحد تهران جنوب، دانشگاه آزاد اسلامی، تهران، ایران
3 - استادیار، گروه مدیریت خدمات بهداشتی و درمانی، واحد تهران جنوب، دانشگاه آزاد اسلامی، تهران، ایران
کلید واژه: ارزیابی عملکرد خدمات برونسپاری شده, مدل کارت امتیازی متوازن (BSC), عملکرد خدمات برونسپاری شده,
چکیده مقاله :
مقدمه: برونسپاری در بیمارستان به عنوان یک راه حل برای انواع مشکلات مختلف در نظر گرفته می‌شود. برونسپاری در بیمارستان، واگذاری بخشی از فعالیت‌های که منجر به بهره‌وری بیمارستان گردد، است. هدف پژوهش حاضر طراحی مدل ارزیابی عملکرد خدمات برونسپاری شده بیمارستان شهید دکتر لبافی‌نژاد با استفاده از کارت امتیازی متوازن بود. روش پژوهش: روش پژوهش حاضر توصیفی- پیمایشی و از نظر هدف کاربردی بود. نمونه آماری برای تعیین معیارهای مدل ارزیابی عملکرد خدمات برونسپاری شده کلیه مدیران (25 نفر)، سرپرستان بخش‌های مختلف بیمارستان (55 نفر) و کارشناسان بخش بهبود کیفیت و خرید خدمات (30 نفر) بیمارستان شهید دکتر لبافی‌نژاد و برای تعیین وزن و اهمیت معیارهای مدل ارزیابی عملکرد خدمات برونسپاری شده 10 نفر از مدیران بیمارستان بود. ابزار تحقیق دو پرسشنامه محقق ساخته بود. داده‌ها با رویکرد تحلیل تایید عاملی و رویکرد AHP فازی تحلیل شد. یافته‌ها: مطابق یافته‌های تحلیل تایید عاملی جهت مدل ارزیابی عملکرد خدمات برونسپاری بیمارستان شهید دکتر لبافی‌نژاد با استفاده از BSC، سیزده معیار فرعی در چهار معیار اصلی تعیین شد. هم‌چنین مطابق یافته‌های تحلیل AHP فازی در مدل ارزیابی عملکرد خدمات برونسپاری بیمارستان شهید دکتر لبافی‌نژاد وزن معیارهای اصلی به ترتیب بعد فرایندهای داخلی کسب و کار (0/370)، بعد مالی (0/293)، بعد مشتری (0/229) و بعد رشد و یادگیری (0/180) است. نتیجه‌گیری: مدل پیشنهادی برای بیمارستان شهید دکتر لبافی‌نژاد و دیگر بیمارستان‌های آموزشی در کشور قابل اجرا بوده و امکان ارزیابی عملکرد خدمات برونسپاری شده را با استفاده از مدل BSC را فراهم می‌آورد.
Introduction: Outsourcing in the hospital is considered as a solution to a variety of problems. Outsourcing in a hospital is a transfer of part of the activities that lead to hospital productivity.The purpose of this study was to design a model for evaluating the outsourced service performance of Shahid Dr. Labafinejad Hospital using a balanced scorecard. Methods: The method of this study was descriptive-survey and applied to the target. The statistical sample was used to determine the criteria of the outsourced service performance evaluation model of all managers (25 people), supervisors of different departments of the hospital (55 people) and experts in quality improvement and procurement services (30 people) in Shahid Dr. Labafinejad Hospital and To determine the weight and importance of the outsourced performance evaluation model, 10 hospital managers.The research tool was a researcher-made questionnaire. Data were analyzed using Factor Verification and Fuzzy AHP Approach. Results: According to findings from Factor Verification Assessment for the Oversea Exercise Evaluation Model of Shahid Dr Labafinejad Hospital, using BSC, thirteen criteria were determined. Also, according to Fuzzy AHP analysis, in the model for evaluating the outsourcing service of Shahid Dr. Labafinejad Hospital, dimensional priority is dimensional internal business processes (0.370), financial dimension (0.293), dimensional customer (0.229), and dimensional growth and learning (0.108). Conclusion: The proposed model for the Shahid Dr. Labafinejad Hospital and other educational hospitals in the country can be implemented and provides an opportunity to evaluate the outsourced service performance using the BSC model.
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5- Sadeghi M, Rashidzadeh M, Soukhakian M. Using Analytic Network Process in a Group Decision-Making for Supplier Selection. INFORMATICA, Vilnius University, 2012, 23(4): 621-643.
6- Ofunya Afande F., Maina M. Factors that Influence Effectiveness of Outsourcing of Catering Services in Public Hospitals in Kenya.Journal of Tourism, Hospitality and Sports; 2015:2312-5187.
7- Turner J, Broom K, Counte M. Is There a Relationship Between Value-Based Purchasing and Hospital Profitability? An Exploratory Study of Missouri Hospitals. Health Services Research and Managerial Epidemiology; 2015: 1-11.
8- Roberts V. Managing strategic outsourcing in the healthcare industry. Journal of Healthcare Management. July-Augus; 2001.
9- Malek Mohammadi M. Factors Affecting Decision Making Outsourcing Marketing Services in Iran Khodro Co. Master's Degree in Business Management, International Business Orientation, Allameh Tabataba'i Faculty, 2009; 1(1): 1-8. [Pershian]
10- Nasiripour AA, Afshar Kazemi MA, Izadi AR. Designing a Performance Assessment Model for Iranian Social Security Organization Hospitals with Balanced Scorecard Approach. Health INF Manage, 2013; 9(7): 1169-79. [Pershian]
11- Modak M, Pathak K, kanti Ghosh K. Performance evaluation of outsourcing decision using a BSC and Fuzzy AHP approach: A case of the Indian coal mining organization. Resources Policy, 2017, 52: 181–191.
12- Khaidir N, Shazali N, Ali N, Jamaludin N. The development of process innovation and organisational performance in Malaysian healthcare industry. Int. J. Business Innovation and Research, 2015, 9(2).
13- Lin Q, Liu L, Liu H, Wang D. Integrating hierarchical balanced scorecard with fuzzy linguistic for evaluating operating room performance in hospitals. Expert Systems with Applications, 2013; 40: 1917–1924.
14- Niven PR. Balanced scorecard step by step for government and nonprofit agencies, New York: John Wiley Sons, p8.survey. Total Quality Management; 2013: 161-71.
15- Wongrassam Gardiner PD and Simmons JEL. Performance Measurement Tools: The Balanced Scorecard And The EFQM Excellence Model.Journal: Measuring Business Excellence, 2003, 7(1): 14-28.
16- Nasiri Pour A, Tabibi SJA, Ghasem begloo A, Jadidi RA. Designing a Performance Ev aluation Model for Iranian Public Hospitals: Using the Balanced Scorecard. Journal of Arak University of Medical Sciences, 2009; 12(1): 95-106. [Pershian]
_||_1- Jabari beirami H, mousazadeh Y, janati A. Hospitals Downsizing via Outsourcing and Integration Mechanisms (A Qualitative Study of the Views of experts and Managers in Tabriz University of Medical Sciences). J Mil Med, 2013; 15 (2): 133-142. [Pershian]
2- Mousazadeh Y, Jabaribeirami H, Janati A, AsghariJafarabadi M. Identifying and Prioritizing Hospital’s Units for Outsourcing Based on Related Indicators: a Qualitative Study. j.health, 2013; 4(2):122-133. [Pershian]
3- Ferdosi M, Farahabadi E, Mofid MF, Rejalian M, Haghighat P. Evaluation of outsourcing in nursing services: a case study of kashani hospital, isfahan in 2011, Materia socio-medica, 2011, 25(1), 37. [Pershian]
4- Asadi R, Etemadian M, Shadpour P, Semnani F. Designing a Model of Selection and Assessment of Hospital Outsourcing Services Based on Approach Hierarchical Possess(AHP)in Hospitals. Jhosp. 2018; 16 (4): 9-18[pershian].
5- Sadeghi M, Rashidzadeh M, Soukhakian M. Using Analytic Network Process in a Group Decision-Making for Supplier Selection. INFORMATICA, Vilnius University, 2012, 23(4): 621-643.
6- Ofunya Afande F., Maina M. Factors that Influence Effectiveness of Outsourcing of Catering Services in Public Hospitals in Kenya.Journal of Tourism, Hospitality and Sports; 2015:2312-5187.
7- Turner J, Broom K, Counte M. Is There a Relationship Between Value-Based Purchasing and Hospital Profitability? An Exploratory Study of Missouri Hospitals. Health Services Research and Managerial Epidemiology; 2015: 1-11.
8- Roberts V. Managing strategic outsourcing in the healthcare industry. Journal of Healthcare Management. July-Augus; 2001.
9- Malek Mohammadi M. Factors Affecting Decision Making Outsourcing Marketing Services in Iran Khodro Co. Master's Degree in Business Management, International Business Orientation, Allameh Tabataba'i Faculty, 2009; 1(1): 1-8. [Pershian]
10- Nasiripour AA, Afshar Kazemi MA, Izadi AR. Designing a Performance Assessment Model for Iranian Social Security Organization Hospitals with Balanced Scorecard Approach. Health INF Manage, 2013; 9(7): 1169-79. [Pershian]
11- Modak M, Pathak K, kanti Ghosh K. Performance evaluation of outsourcing decision using a BSC and Fuzzy AHP approach: A case of the Indian coal mining organization. Resources Policy, 2017, 52: 181–191.
12- Khaidir N, Shazali N, Ali N, Jamaludin N. The development of process innovation and organisational performance in Malaysian healthcare industry. Int. J. Business Innovation and Research, 2015, 9(2).
13- Lin Q, Liu L, Liu H, Wang D. Integrating hierarchical balanced scorecard with fuzzy linguistic for evaluating operating room performance in hospitals. Expert Systems with Applications, 2013; 40: 1917–1924.
14- Niven PR. Balanced scorecard step by step for government and nonprofit agencies, New York: John Wiley Sons, p8.survey. Total Quality Management; 2013: 161-71.
15- Wongrassam Gardiner PD and Simmons JEL. Performance Measurement Tools: The Balanced Scorecard And The EFQM Excellence Model.Journal: Measuring Business Excellence, 2003, 7(1): 14-28.
16- Nasiri Pour A, Tabibi SJA, Ghasem begloo A, Jadidi RA. Designing a Performance Ev aluation Model for Iranian Public Hospitals: Using the Balanced Scorecard. Journal of Arak University of Medical Sciences, 2009; 12(1): 95-106. [Pershian]