MHA 702- Special Topics-Final Exam
"The Centers for Medicare & Medicaid Services (CMS), commercial plans, Medicare and Medicaid managed care plans,
purchasers, physician and other care provider organizations, and consumers worked together..." (important to note) - ANS
-that cooperation hasn't always been happy, collegial, or necessarily voluntary. Rather, the CMS, hospitals and providers
are forced by law to settle on Core Measures and are often at odds about which measures to use and even whether the
agreed-to measures truly represent quality care. Yet, the law requires that Core Measures be set, measured and reported
to CMS, TJC, payers, healthcare institutions, practitioners and the public. Many physicians find this environment to be
unsettling, unfair and an infringement on the patient-physician relationship.
\9 employee engagement statistics you need to know: - ANS -1. Organizations with highly-rated cultures of recognition are
2.5 times more likely to see improved employee engagement.
2. 64% of HR leaders say an always-on feedback tool is essential to an engagement listening program, but only 20%
have this kind of tool in place.
3. 58% of employees wish their company conducted employee engagement surveys more frequently.
4.71% of executives say that employee engagement is an important contributor to organizational success.
5. Alignment with an organization's values is the #1 predictor of employee engagement.
6. Managers are responsible for 70% of the variance in employee engagement.
7. 70% of employees state that being empowered to succeed is a critical part of employee engagement.
8. Disengaged workers make errors at a 60% higher rate.
9. Engaged employees are 87% less likely to leave their organization.
\90% of workers say - ANS -receiving recognition motivates them to work harder. And recognition doesn't just improve
morale and productivity, it affects your organization's bottom line. Employers that practice social recognition are four times
more likely to see improved stock prices
\Alignment with an organization's values - ANS -Employees whose personal values are very well-aligned with their
company's values are five times more likely to report being engaged. Not only that, aligned organizations are six times
more profitable than those that aren't.
\Authoritarian - ANS -Management is decidedly Top-down. Employees have no part in decision-making or goal
, setting. An employee's questions are viewed as insubordination.
\Calculation of benchmarks and assignment of peer groups for comparing physician performance. - ANS -Peer group
comparison can generally be defined by the patient population (e.g., Medicaid beneficiaries) and the physician specialty.
In many situations, specialty cannot be determined simply based on credentialed specialty, stated specialty, or
board-certified specialty alone.
\Core Quality Measures - ANS -Designed to be meaningful to patients, consumers, and physicians, the alignment of these
core measure sets will aid in:
· promotion of measurement that is evidence-based and generates valuable information for quality improvement,
· consumer decision-making,
· value-based payment and purchasing,
· reduction in the variability in measure selection, and
· decreased provider's collection burden and cost.
\Descriptive measures - ANS -While not associated with any particular IOM domain, descriptive measures can convey the
physician's capacity for providing quality of care and service. Examples include:
The use of electronic patient medical records, personal health records, or prescription ordering systems.
Percentage of physicians who are board-certified and who maintained their certification.
The number of surgical procedures (e.g., hip replacement, carotid endarterectomy) a physician performed. This type of
measure—referred to as volume--is considered a proxy for quality. However, with the exception of a few high-risk
procedures, researchers have not yet determined the exact relationship between volume and good patient care.
\disengaged employees are more likely - ANS -to make mistakes that impact other employees' safety. Employees who
don't care about their performance or an organization's policies are less likely to follow them, hindering an organization's
growth and jeopardizing employee safety. Beyond physical injuries, disengagement can affect privacy and security as
well. If employees fail to follow basic online security protocols, your company could lose millions of dollars in a devastating
breach.
\Disengagement is costly - ANS -In the U.S. alone, disengagement costs up to $550 billion per year. Only 21% of
employees consider themselves "very engaged" at work.
\Early studies - ANS -Concepts like "Maslow's Hierarchy of Needs" and McGregor's "Theory X and Theory Y Worker"
were focused on who the worker "was" (his/her perceptions about unmet needs and attitudes about work) and what
outputs could be expected based upon the worker's attributes.
"The Centers for Medicare & Medicaid Services (CMS), commercial plans, Medicare and Medicaid managed care plans,
purchasers, physician and other care provider organizations, and consumers worked together..." (important to note) - ANS
-that cooperation hasn't always been happy, collegial, or necessarily voluntary. Rather, the CMS, hospitals and providers
are forced by law to settle on Core Measures and are often at odds about which measures to use and even whether the
agreed-to measures truly represent quality care. Yet, the law requires that Core Measures be set, measured and reported
to CMS, TJC, payers, healthcare institutions, practitioners and the public. Many physicians find this environment to be
unsettling, unfair and an infringement on the patient-physician relationship.
\9 employee engagement statistics you need to know: - ANS -1. Organizations with highly-rated cultures of recognition are
2.5 times more likely to see improved employee engagement.
2. 64% of HR leaders say an always-on feedback tool is essential to an engagement listening program, but only 20%
have this kind of tool in place.
3. 58% of employees wish their company conducted employee engagement surveys more frequently.
4.71% of executives say that employee engagement is an important contributor to organizational success.
5. Alignment with an organization's values is the #1 predictor of employee engagement.
6. Managers are responsible for 70% of the variance in employee engagement.
7. 70% of employees state that being empowered to succeed is a critical part of employee engagement.
8. Disengaged workers make errors at a 60% higher rate.
9. Engaged employees are 87% less likely to leave their organization.
\90% of workers say - ANS -receiving recognition motivates them to work harder. And recognition doesn't just improve
morale and productivity, it affects your organization's bottom line. Employers that practice social recognition are four times
more likely to see improved stock prices
\Alignment with an organization's values - ANS -Employees whose personal values are very well-aligned with their
company's values are five times more likely to report being engaged. Not only that, aligned organizations are six times
more profitable than those that aren't.
\Authoritarian - ANS -Management is decidedly Top-down. Employees have no part in decision-making or goal
, setting. An employee's questions are viewed as insubordination.
\Calculation of benchmarks and assignment of peer groups for comparing physician performance. - ANS -Peer group
comparison can generally be defined by the patient population (e.g., Medicaid beneficiaries) and the physician specialty.
In many situations, specialty cannot be determined simply based on credentialed specialty, stated specialty, or
board-certified specialty alone.
\Core Quality Measures - ANS -Designed to be meaningful to patients, consumers, and physicians, the alignment of these
core measure sets will aid in:
· promotion of measurement that is evidence-based and generates valuable information for quality improvement,
· consumer decision-making,
· value-based payment and purchasing,
· reduction in the variability in measure selection, and
· decreased provider's collection burden and cost.
\Descriptive measures - ANS -While not associated with any particular IOM domain, descriptive measures can convey the
physician's capacity for providing quality of care and service. Examples include:
The use of electronic patient medical records, personal health records, or prescription ordering systems.
Percentage of physicians who are board-certified and who maintained their certification.
The number of surgical procedures (e.g., hip replacement, carotid endarterectomy) a physician performed. This type of
measure—referred to as volume--is considered a proxy for quality. However, with the exception of a few high-risk
procedures, researchers have not yet determined the exact relationship between volume and good patient care.
\disengaged employees are more likely - ANS -to make mistakes that impact other employees' safety. Employees who
don't care about their performance or an organization's policies are less likely to follow them, hindering an organization's
growth and jeopardizing employee safety. Beyond physical injuries, disengagement can affect privacy and security as
well. If employees fail to follow basic online security protocols, your company could lose millions of dollars in a devastating
breach.
\Disengagement is costly - ANS -In the U.S. alone, disengagement costs up to $550 billion per year. Only 21% of
employees consider themselves "very engaged" at work.
\Early studies - ANS -Concepts like "Maslow's Hierarchy of Needs" and McGregor's "Theory X and Theory Y Worker"
were focused on who the worker "was" (his/her perceptions about unmet needs and attitudes about work) and what
outputs could be expected based upon the worker's attributes.
