Module 3: The Management of Quality, Safety, and Individual Performance

Financial reimbursement is commonly being tied to quality of outcomes, making it important to measure and evaluate outcomes. Areas to be evaluated may include change initiatives, quality and safety scores, individual performance, patient perceptions, and staff perceptions among others. Rather than re-invent models for measuring quality, safety, and individual performance, health care leaders are wise to draw from models already proven in business and industry. Therefore, it is reasonable to explore these models to determine how they may be applied to health care organizations. In this assignment you will identify quality, safety, and individual performance management models and evaluate their applicability to health care organizations.

General Requirements:

Use the following information to ensure successful completion of the assignment:

  • • Instructors will be using a grading rubric to grade the assignments. It is recommended that learners review the rubric prior to beginning the assignment in order to become familiar with the assignment criteria and expectations for successful completion of the assignment.

  • • Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.

  • • This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.

  • • You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.



Select three models commonly used in the business world to measure quality, safety, and individual performance.

Write a paper (1,250-1,500 words) that evaluates the applicability of these models to the health care industry. Include the following in your paper:

1. A brief description of each model selected.

2. A discussion of how each model may be or is being applied in the health care industry.

3. An evaluation of the effectiveness of each model in the health care industry.

HCA 817 Module 3 DQ 1

  • This age of transparency allows consumers to readily review performance data for health care organizations including a list of awards the organization has earned for outcomes-based performance. Is it ethical for health care organizations to use their outcomes-based performance awards as marketing tools to increase revenue? Why or why not?

HCA 817 Module 3 DQ 2

  • How does a health care leader determine which quality management model is best for the organization? Why?

HCA 817 Module 4 DQ 1

  • Is it possible for a leader to empower followers while retaining ownership of a project or idea? Why or why not? Do empowerment and ownership promote organizational trust? Why or why not?

HCA 817 Module 4 DQ 2

  • Should professionals such as doctors, nurses, and administrators be included on the governing boards of health care organizations? Why or why not?

HCA 817 Module 5 DQ 1

  • Do leadership culture, innovation, and sustainability connect to quality and safety outcomes? Why or why not? How do these influence each other?

HCA 817 Module 5 DQ 2

  • Does innovation create a culture of continuous improvement or does culture of continuous improvement drive innovation? Why?

HCA 817 Module 3 The Management of Quality, Safety, and Individual Performance

NB: This is not a response to this assignment. This is a study that was conducted on the subject. If you need a 100% original paper on the matter, kindly ORDER NOW and let our writers complete the assignment for you!!!

HCA 817 Module 3 The Management of Quality, Safety, and Individual Performance


Managers in healthcare have a legal and moral obligation to ensure a high quality of patient care and to strive to improve care. These managers are in a prime position to mandate policy, systems, procedures and organisational climates. Accordingly, many have argued that it is evident that healthcare managers possess an important and obvious role in quality of care and patient safety and that it is one of the highest priorities of healthcare managers. In line with this, there have been calls for Boards to take responsibility for quality and safety outcomes. One article warned hospital leaders of the dangers of following in the path of bankers falling into recession, constrained by their lack of risk awareness and reluctance to take responsibility. To add to the momentum are some high profile publicity of hospital management failures affecting quality and safety, eliciting strong instruction for managerial leadership for quality at the national level in some countries.

Beyond healthcare, there is clear evidence of managerial impact on workplace safety. Within the literature on healthcare, there are non-empirical articles providing propositions and descriptions on managerial attitudes and efforts to improve safety and quality. This literature, made up of opinion articles, editorials and single participant experiences, present an array of insightful suggestions and recommendations for actions that hospital managers should take to improve the quality of patient care delivery in their organisation. However, researchers have indicated that there is a limited evidence base on this topic. Others highlight the literature focus on the difficulties of the managers’ role and the negative results of poor leadership on quality improvement (QI) rather than considering actions that managers presently undertake on quality and safety. Consequently, little is known about what healthcare managers are doing in practice to ensure and improve quality of care and patient safety, how much time they spend on this, and what research-based guidance is available for managers in order for them to decide on appropriate areas to become involved. Due perhaps to the broad nature of the topic, scientific studies exploring these acts and their impact are likely to be a methodological challenge, although a systematic review of the evidence on this subject is notably absent. This present systematic literature review aims to identify empirical studies pertaining to the role of hospital managers in quality of care and patient safety. We define ‘role’ to comprise of managerial activities, time spent and active engagement in quality and safety and its improvement. While the primary research question is on the managers’ role, we take into consideration the contextual factors surrounding this role and its impact or importance as highlighted by the included studies. Our overarching question is “What is the role of hospital managers in quality and safety and its improvement?” The specific review research questions are as follows:

  • How much time is spent by hospital managers on quality and safety and its improvement?
  • What are the managerial activities that relate to quality and safety and its improvement?
  • How are managers engaged in quality and safety and its improvement?
  • What impact do managers have on quality and safety and its improvement?
  • How do contextual factors influence the managers’ role and impact on quality and safety and its improvement?