Table 4 Organisational Performance Frameworks and Measures
Paper | Framework | Number of Measures | Measure | ||||
|---|---|---|---|---|---|---|---|
Quality of Service | Finance | Stakeholders - Customers & Clients | People & Culture | Governance & Business Management | |||
“When Doing Good Is Just the Start to Being Good”: A Possible Tool to Improve the Organizational Effectiveness of Non-Profit Health Care Organizations Mueller, J. Journal Of Hospital Marketing & Public Relations 2007; 17 (2): 45–60. | Looking Glass Evaluation Tool | 6 | Financial and Asset Management Fundraising Sustainability | Governance – Strategic Management Management Practices Risk Management | |||
Client perceptions of the performance of public and independent not-for-profit primary healthcare Laamanen, R, Ovretveit, J et al. Scandinavian Journal of Public Health 2006; 34 (6): 598–608. | Primary Health Care attributes scales | 5 | Accessibility Comprehensiveness Continuity Accountability (Quality of Care) | Trust | |||
Defining, justifying and implementing the Balanced Scorecard in the National Health Service Radnor, Z, Lovell, B. International Journal of Medical Marketing 2003; 3 (3): 174–189. | Balanced Scorecard | 4 | Cost Perspective | Client Perspective (Themed here because doesn’t specifically call out quality of care, instead looks to utilise traditional 4 BSC perspectives) | Learning & Growth | Internal Processes | |
Implementing a balanced scorecard as a strategic management tool in a long-term care organization Schalm, C. Journal of Health Services Research & Policy 2008; 1 (13): 8–14. | Balanced Scorecard | 5 | Clients (Themed here because does not specifically call out quality of care) Stakeholders Community Partnerships | People, Learning & Research | Internal Processes | ||
BSC 2/4 (50%) | 20 (AV: 5) | 4 (20%) | 4 (20%) | 5 (25%) | 2 (10%) | 5 (25%) | |
Number of papers that refer measures in that theme | 1 (25%) | 2 (50%) | 3 (75%) | 2 (50%) | 3 (75%) | ||