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dc.contributor.authorGreenfield, D
dc.contributor.authorKellner, A
dc.contributor.authorTownsend, K
dc.contributor.authorWilkinson, A
dc.contributor.authorLawrence, SA
dc.date.accessioned2017-05-03T15:38:32Z
dc.date.available2017-05-03T15:38:32Z
dc.date.issued2014
dc.identifier.issn1353-4505
dc.identifier.doi10.1093/intqhc/mzu039
dc.identifier.urihttp://hdl.handle.net/10072/62704
dc.description.abstractObjective. To investigate whether an accreditation program facilitates healthcare organizations (HCOs) to evolve and maintain high-performance human resource management (HRM) systems. Design. Cross-sectional multimethod study. Setting and participants. Healthcare organizations participating in the Australian Council on Healthcare Standards Evaluation and Quality Improvement Program (EQuIP 4) between 2007 and 2011. Main outcome measures. Ratings across the EQuIP 4 HRM criteria, a clinical performance measure, surveyor reports (HRM information) and interview data (opinions and experiences regarding HRM and accreditation). Results. Healthcare organizations identified as high performing on accreditation HRM criteria seek excellence primarily because of internal motivations linked to best practice. Participation in an accreditation program is a secondary and less significant influence. Notwithstanding, the accreditation program provides the HCO opportunity for internal and external review and assessment of their performance; the accreditation activities are reflective learning and feedback events. Conclusions. This study reveals that HCOs that pursue highly performing HRM systems use participation in an accreditation program as an opportunity. Their organizational mindset is to use the program as a tool by which to reflect and obtain feedback on their performance so to maintain or improve their management of staff and delivery of care.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent174848 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherOxford University Press
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto6
dc.relation.ispartofjournalInternational Journal for Quality in Health Care
dc.rights.retentionY
dc.subject.fieldofresearchBiomedical and clinical sciences
dc.subject.fieldofresearchHuman resources management
dc.subject.fieldofresearchPsychology
dc.subject.fieldofresearchApplied economics
dc.subject.fieldofresearchHealth services and systems
dc.subject.fieldofresearchPolicy and administration
dc.subject.fieldofresearchcode32
dc.subject.fieldofresearchcode350503
dc.subject.fieldofresearchcode52
dc.subject.fieldofresearchcode3801
dc.subject.fieldofresearchcode4203
dc.subject.fieldofresearchcode4407
dc.titleHealth service accreditation reinforces a mindset of high-performance human resource management: lessons from an Australian study
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 2014 Oxford University Press. This is a pre-copy-editing, author-produced PDF of an article accepted for publication in International Journal for Quality in Health Care following peer review. The definitive publisher-authenticated version Health service accreditation reinforces a mindset of high-performance human resource management: lessonsfrom an Australian study, International Journal for Quality in Health Care, Volume 26, Issue 4, 2014, Pages 372-377, is available online at: dx.doi.org/10.1093/intqhc/mzu039.
gro.date.issued2015-08-06T00:13:34Z
gro.hasfulltextFull Text
gro.griffith.authorTownsend, Keith J.
gro.griffith.authorWilkinson, Adrian J.


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