The Innovation Imperative in Health Care Organisations
Show Less

The Innovation Imperative in Health Care Organisations

Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation

Edited by Peter Spurgeon, Ronald J. Burke and Cary L. Cooper

Health systems in the western world face increasingly intense pressure to contain or reduce costs, while countries such as China and India move towards universal coverage. The contributors illustrate that radical gains in efficiency and innovative practice are required internationally in health care systems. They argue that the high proportion of health care system costs invested in staffing place the human resource function at the forefront of meeting this challenge. Sustained system change and productivity gains, more effective management of staff and work climate are essential elements of reform and are all covered in this book.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 11: A review of quality improvement in health care and recommendations for the future

Amy L. Grove and James O. Meredith


In recent years public spending on health care has increased by approximately £8 billion per year to £118 billion in 2011(HM Treasury 2011). Between 1997 and 2005 this funded an increase in management staffof 77.7 per cent compared with only 26.8 per cent for qualified nurses (Mintel 2009). The extent to which this increase in expenditure has resulted in concomitant quality improvements within the NHS is under question (Klein 2007). Worldwide there is an ever increasing demand for health services, brought about by an ageing population and greater social, cultural, racial and geographical diversity, which needs to be delivered with reducing budgets (Department of Health 2010). Efficiency gains and bureaucracy reduction are anticipated to deliver the required savings within the UK NHS (Department of Health 2011). Recognition of actual and potential deficits in services over the past two decades has prompted many health care organisations to introduce a wide range of initiatives and programmes to improve efficiency (Schouten et al. 2008). However these are often branded as Quality Improvement (QI) programmes although their focus is often on cost saving and efficiency rather than quality. The existing literature on these is wide and expanding but quality and generalisability are lacking.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.