Leadership for Quality and Safety in Healthcare Provision Report

This report delves into the crucial role of leadership in healthcare, specifically focusing on its impact on quality and safety within healthcare provision. It identifies and analyzes various human factors that affect work performance in healthcare settings, categorizing them into patient-related, provider-related, and environmental factors. The report examines how socio-demographic elements, provider satisfaction, working environments, and resource availability influence service quality. It further discusses issues related to patient-physician interactions, the impact of low medical tariffs, the importance of effective management, and the significance of cooperative work among medical practitioners. The analysis highlights the challenges faced by both public and private healthcare organizations, emphasizing the need for improved leadership skills, better resource allocation, and a focus on enhancing patient safety to mitigate medical errors. The report concludes by summarizing the key findings and reiterating the importance of strong leadership in fostering a culture of quality and safety within the healthcare sector.

Running head: LEADERSHIP
Leadership for Quality and Safety in Healthcare Provision
Name of the student:
Name of the university:
Author note:

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Executive summary
The main purpose of this report is to identify a few human factors that affect the work
performance in the healthcare setting. On a broader aspect, factors are classed into three types
such as patient, provider and environmental related factors. The report identifies a several
issue in regards to the system, the leadership and the business scenario in private and public
organizations.

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Table of Contents
1. Introduction............................................................................................................................3
2. Body.......................................................................................................................................3
3. Conclusion..............................................................................................................................9
References................................................................................................................................10

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1. Introduction
Driven by increasing costs of treatment and rising demands from the shoppers and
third-party payers, the healthcare care industry has been under critical pressure to opt for a
change. Enhancing patient security has emerged as one of the most challenging aspects of the
healthcare sector. Regardless of the phenomenal focus on patient safety in the last 10 years,
there is minimal quantifiable evidence of advancement as far as controlling or reducing the
event of medical errors are concerned (Dobrzykowski, McFadden & Vonderembse, 2016). A
fruitful enhancement of medical errors speaks to a huge issue for the healthcare industry.
There are needs for a more prominent understanding of factors leading to improved process
quality. In addition, there are enhanced needs for patient safety in hospitals.
The main purpose of this study is to identify ‘human factors’ that impact work
performance of those who work in the healthcare setting. Factors influencing the quality of
healthcare can be divided into three categories such as “Patient related factors, Provider
related factors and Environmental factors”.
2. Body
Patient related factors
Socio-demographic elements have an impact on the interaction between a company
and the affected person and for this reason the first-rate of services. For instance, a physician
cited “The physician laboured in a fitness centre in a village. The patients did no longer
apprehend the physician. They talked in an exclusive language. They did now not even obey
physicians’ medical orders. For instance, the physician asked an affected person with
pharyngitis not to eat sausage and pickled cucumber. The person agreed now not to do so.
However, in the afternoon, the physician saw him with a tin can of gherkin and some
sausages” (Mosadeghrad, 2014). Another participant said: “Socio- cultural troubles make it

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tough to have a favoured outcome. For example, a physicians had a patient, a mom of eight
children who used to be sick, and pregnancy used to be unsafe for that woman. The woman
had the hazard to abort the infant legally however woman’s husband wanted the child”
(Mosadeghrad, 2014). Healthcare specialists need to be conscious of and apprehend the
socio-demographic traits of their patients to furnish tremendous services (Austin et al., 2014).
A medical doctor said: “The doctor personally test patient vicinity of birth first to recognize
the place she/he from is. Then, the doctor ask questions in a way that is comprehensible for
the patient to motivate him or her to reply my questions” (Mosadeghrad, 2014).
Due to the lack of a robust referral device and a low medical tariff, doctors are forced
to meet irrational requests of patient. Patients do not face too much of challenge in accessing
to low-cost clinical services: “Medical offerings are rather easily available. One can see a
clinical specialist without problems on every occasion the person want”. Therefore, patients
face less difficulty in changing from one service provider to the others. On the other side, due
to being a part of a valuable clinical hospital, physicians are forced to see extra patients. “A
doctor has to bear the expenses for the rent, bills, tax, and secretary wages. As per the break-
even-point, the earnings from the first 18 patients in general goes to bear such expenses
(Bender, Williams, Su & Hites, 2016). When clinical tariff is low, a health practitioner has no
other option than to compensate it by stretching its normal work hours to see extra patients.
The financial status with which the patient belongs to might also affect the quality of
service in healthcare services. Sometimes due to not having enough money and not being
able to pay the fees for a treatment or a therapy, the patient is forced to cancel the treatment.
If in case, the patient opt to go with the treatment, the patient might not receive the quality
treatment, which is normally being given to those capable of making a full payment. The way
patient behave with the doctor also influences the attitudes of medical practitioner (Chen &
Grabowski, 2014). On contrary to this, the patient receives a better treatment if he or she

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behaves well with the doctor. If the patient is of complaining nature, the medical doctor land
into a state of disinterest and compromises on part of the further examination.
However, physicians’ attitude and conversation with patients and their income all
should be appropriately interlinked. Public hospitals though being in huge demands still do
not have doctors who are motivated towards improving their communication with patients.
Providers’ private problems additionally influence their professional behaviour in hospitals
(D’Andreamatteo, Ianni, Lega & Sargiacomo, 2015).
The quality of services in a healthcare setting by and large depends on the expertise
and technical skills possessed by practitioners. Healthcare professionals, in order to, justify
their work responsibilities and to appropriately treat patients will need to work on their
attitudes, knowledge and skills. Medical universities can acquire a quintessential position in
presenting the knowledge and generating opportunities for doctors. Unfortunately, many
doctors have complained regarding the training standard given in universities. Therefore,
hospitals claim to have focussed in providing additional training to medical pass-outs.
However, the level of effectiveness of the training supplied is still questionable (Daly,
Jackson, Mannix, Davidson & Hutchinson, 2014).
Provider related factors
Doctors’ satisfaction with their jobs is critical to the deliverable of excellent medical
services. Healthcare companies recognized 9 organisational factors they believed have an
effect on their motivation and as a result job satisfaction. These were pay, managerial
leadership, recognition, working environment, co-workers, organisational policies, job
identity, job security and promotion probabilities. The number of employees leaving their
jobs for a secure and well-paid job is rapidly growing. For instance, Isfahan University of
Medical Sciences recruited medical personnel in 2008. Many of those employees, especially

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nurses in private hospitals, left their jobs after when they attained a position (Atefi, Abdullah,
Wong & Mazlom, 2013).
Operational managers fall in deep troubles when the rate of turnover is high. In
addition, newly recruited personnel on a broader aspect do not have the adequate work
experience. Therefore, there are more pressures on trainers to teach these professionals. Some
employees of public hospitals work in a personal health facility generally in rotational or in
double-shifts to cope with their residing expenses. In such cases, trainers will feel extra-
burdened and will feel like not being offered the appropriate pay. This additionally influences
the motivation and satisfaction in staffs (Dobrzykowski, McFadden & Vonderembse, 2016).
Furthermore, there are huge pay gaps amongst experts in private hospitals. In such
circumstances, it is very vital that personnel are valued by managers for their works, even if
solely characteristically. The working environment affects satisfaction level in employees.
The quality of management in hospitals affects the motivation and satisfaction level in
employees. Some employees, in particular, first-line managers want an extra authority to be
given to them with regard to activities that they do on a daily basis (Hall, Johnson, Watt,
Tsipa & O’Connor, 2016).
The Iranian healthcare system lacks a referral system at all levels of the healthcare
from basic to secondary and to tertiary. Therefore, patient tend to have a choice ranging from
a GP to a medical consultant. Low medical tariff is indeed favourable for patients as they find
this less challenging to have a medical visit. The disparity is also very less between the
carrier rate of a medical consultant and a GP. Therefore, patients find this less challenging to
make decision for a visit. Medical insurance agencies make it further affordable for patients
seeking a visit. Furthermore, the rate for carrier of a health practitioner go to is the same for
both simple and extra challenging cases. It creates an opposition between the specialist and
the GP. However, the specialist is expected to maintain a highest degree of service standard.

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Hence, clinical consultants have a little or less motivation to encourage patients to be viewed
by using a GP as the primary option (Harding, Porter, Horne-Thompson, Donley & Taylor,
2014).
Moreover, due to patients’ lack of trust in clinical doctors and familiarity with clinical
skills increases uncertainty and consequently, causes to repeated visits. As a result, there is a
scarcity of specialist healthcare professionals. The demand for services in hospitals is not also
feasible with the sources capacity of insurance companies. Hospitals providing the social
security are also overloaded. The types of patients are becoming wider putting an enhanced
pressure on the healthcare management. Facilities and equipment, in addition, are becoming
older. However, it is impossible to go for renew as it appears unaffordable largely. Hospital
personnel especially clinical group of workers are often found as complaining that they had
been overworked and that there had been workforce shortages (Hayes, Batalden &
Goldmann, 2015).
Providers are less flexible and adapting to self-need of patients due to reasons like the
labour shortages. The growing demand for medical services can put medical doctors in
troubles and force them to switch patients to alternative option like paramedical departments
to allow them obtaining a correct diagnosis. The visiting time is also very limited.
Participants, in particular, managers, policy makers and others believed that the medical
tariffs are in no match with the fees. Lack of competition particularly in public region used to
be additionally viewed as a purpose for ignoring high-quality service in hospitals and other
types of medical setting (Hignett et al., 2015).
Environmental factors
Availability of resources affect the quality of medical services. High-quality and
complex cases require incredible inputs. Working with low excellent materials, tools and

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pieces of equipment decrease employees’ productivity. The resource scarcity additionally
enhances the level of job stress in employees, which consequently influences the work
quality. Managers and policy-makers both recognises monetary resources to be the vital
element affecting the quality of healthcare (Kristensen et al., 2015).
Effective leadership used to be mentioned as a vital influencing factor of quality in
service from the perspective of key players in a healthcare setting. The management can
affect everything in medical places. Proper ideas for notable improvement without being
guided by an accurate management would eventually become useless. However, the lack of
effective management skills was once considered an obstacle to managers willing to enhance
their knowledge base (Lake et al., 2016). There is little or no job security for leaders. A
change in top management level also affect the operational managers. Managers are no longer
considered the last decision-maker in public hospitals. National policies are less competent to
adapt to local circumstances (Russ et al., 2015). The Ministry of Health is responsible for
developing standard policies for a whole country without considering nearby factors. A
supervisor is entitled with less authority to exchange their opinions. There is a need for the
Ministry of Health to define indications and encourage managers to get equipped with it. The
approaches to achieve indications is also not yet clear. Healthcare managers demand extra
energy in figuring out and in attaining skilled professionals to provide excellent service. If
managers are empowered adequately, most issues related to the recruitment would be
resolved (Shanafelt & Noseworthy, 2017).
Healthcare experts identified the significance of co-operative work amongst medical
practitioners as a vital element for improving healthcare standards in hospitals. Notably,
practitioners’ potential to effectively communicate and work in collaboration with different
fitness authorities was once also viewed crucial to the fulfilment of excellent service in

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hospitals. Carrier quality is impacted from a lack of collaboration between healthcare
businesses and other corporations.
The clinic sends bills to the insurance company at the end of each and every month. Patients
are left with no other option than buying medicines from the pharmacy and claiming the
insured amounts. These are troublesome scenarios for patients. A collaboration between the
health facility and Insurance Corporation is utterly required to resolve these problems
(Vaismoradi, Bondas, Salsali, Jasper & Turunen, 2014).
3. Conclusion
Therefore, there are three factors such as mentioned in this report that basically
impact the quality of service in the healthcare setting. The demand for healthcare services is
growing and so most organizations are packed with high-volume of patients. In such a
complex and a highly competitive market, many service providers are less capable in
justifying the cost of improving the existing system. The healthcare setting is largely stressed
due to the availability of limited resources. In such context, treating patients with high-quality
service seems unrealistic. In addition, public organizations experience a frequent turnover of
managers. Areas that have been highlighted in this report needs to be addressed and
supported with required resources.

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References
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