Mesabbah Mohammed, Arisha Amr
3S Group, College of Business, Dublin Institute of Technology, Dublin, Ireland.
Int J Health Care Qual Assur. 2016;29(2):209-35. doi: 10.1108/IJHCQA-07-2014-0079.
Performance Management (PM) processes have become a potent part of strategic and service quality decisions in healthcare organisations. In 2005, the management of public healthcare in Ireland was amalgamated into a single integrated management body, named the Health Service Executive (HSE). Since then, the HSE has come up with a range of strategies for healthcare developments and reforms, and has developed a PM system as part of its strategic planning. The purpose of this paper is to review the application of PM in the Irish Healthcare system, with a particular focus on Irish Hospitals and Emergency Services.
DESIGN/METHODOLOGY/APPROACH: An extensive review of relevant HSE's publications from 2005 to 2013 is conducted. Studies of the relevant literature related to the application of PM and of international best practices in healthcare performance systems are also presented.
PM and performance measurement systems used by the HSE include many performance reports designed to monitor performance trends and strategic goals. Issues in the current PM system include inconsistency of measures and performance reporting, unclear strategy alignment, and deficiencies in reporting (e.g. feedback and corrective actions). Furthermore, PM processes have not been linked adequately into Irish public hospitals' management systems.
RESEARCH LIMITATIONS/IMPLICATIONS: The HSE delivers several services such as mental health, social inclusion, etc. This study focuses on the HSE's PM framework, with a particular interest in acute hospitals and emergency services.
ORIGINALITY/VALUE: This is the first comprehensive review of Irish healthcare PM since the introduction of the HSE. A critical analysis of the HSE reports identifies the shortcomings in its current PM system.
绩效管理（PM）流程已成为医疗保健组织战略和服务质量决策的重要组成部分。2005年，爱尔兰公共医疗保健管理合并为一个单一的综合管理机构，即卫生服务执行局（HSE）。从那时起，HSE提出了一系列医疗保健发展和改革战略，并开发了一个绩效管理系统作为其战略规划的一部分。本文的目的是回顾绩效管理在爱尔兰医疗保健系统中的应用，特别关注爱尔兰的医院和急救服务。
设计/方法/途径：对HSE 2005年至2013年的相关出版物进行了广泛回顾。还介绍了与绩效管理应用相关的文献研究以及医疗保健绩效系统中的国际最佳实践。
HSE使用的绩效管理和绩效衡量系统包括许多旨在监测绩效趋势和战略目标的绩效报告。当前绩效管理系统存在的问题包括衡量标准和绩效报告不一致、战略一致性不明确以及报告方面的缺陷（如反馈和纠正措施）。此外，绩效管理流程尚未充分融入爱尔兰公立医院的管理系统。
研究局限性/影响：HSE提供多种服务，如心理健康、社会包容等。本研究聚焦于HSE的绩效管理框架，尤其关注急症医院和急救服务。
原创性/价值：这是自HSE引入以来对爱尔兰医疗保健绩效管理的首次全面回顾。对HSE报告的批判性分析指出了其当前绩效管理系统的缺点。
