Patient Satisfaction Surveys - Essay Example

Patient Satisfaction Surveys Give of the Give of the or Give the of the or Give the of the Professor Give the date of submission of the paper Patient Satisfaction Surveys Introduction “Patient satisfaction is a fundamental requirement for the clinical and financial success of any healthcare organisation” (Shelton, 2000: 1). In the healthcare setting, quantitative methods such as surveys are non-experimental methods, by which patient satisfaction can be measured (Block, 2006). Surveys are a method of evaluation, in which the participants respond to a specific set of standardised questions, by which data required for quantitative assessment is obtained. The participants are a representative sample of a selected population, and the information that is gathered is analysed systematically. This paper proposes to discuss the history and use of patient satisfaction surveys in the healthcare setting, describe four methods of patient satisfaction surveys and relate each method to one of the four motivation theories, compare factors that impact patient satisfaction survey outcomes, study patient satisfaction surveys as indicators of healthcare quality, and give evidence for the method as a good indicator of quality by the supporting data. Discussion History of Patient Satisfaction Surveys: According to McLaughlin and Kaluzny (2004: 142), “traditionally, patient satisfaction surveys have been conducted by the marketing and/ or public relations departments in healthcare organisations in meeting Joint Commission requirements”. Due to limited expertise in survey design, sampling methods, and the science of item consistency, these surveys were conducted on a semi-regular basis. Concerns related to the validity of data obtained and increasing competitive excellence have led to healthcare organisations formulating improved research techniques, or outsourcing research work to survey research firms which have the capability and expertise. The Use of Patient Satisfaction Surveys in the Healthcare Setting: According to Winston (1989), the concept of ‘patient satisfaction’ can be termed as ‘patient opinion’. The patient satisfaction survey is a useful tool in contemporary healthcare, because quality of care today is not judged only by correct diagnosis and treatment for improving the patient’s health and survival, but also by meeting patients’ requirements such as reasonable waiting times, telephone access, medical facility location, and other criteria. Patient satisfaction measurement is acknowledged as a quality indicator of healthcare (Isenberg, 1998). The Methods for Conducting Patient Satisfaction Surveys: There are several methods for obtaining feedback about the level of patient satisfaction, states Shelton (2000). Surveys are the most commonly used method, and have to be planned and implemented in a structured way to avoid errors, poor quality responses or wasted time. According to Sinclair (2000), when designing a patient satisfaction survey, the accuracy of details, location, timing, and content of the survey are important factors. Nelson (1997) observes that measuring patient satisfaction has to be an ongoing process, because patients’ expectations keep increasing or changing over time, thus necessitating concurrent quality improvements. Four methods of patient satisfaction survey, in relation to one of the Motivation Theories: Complaint Analysis method and Abraham Maslow’s Hierarchy of Needs Theory (1943, 1954): In the healthcare facility, efforts are made to invite patients to record their complaints. These are then categorised and analysed, tracked, and acted on. This involves dealing first with areas of high relative importance to patients in order to eliminate the underlying cause of dissatisfaction (Shelton, 2000). In Maslow’s hierarchy, human needs for survival are primary, the need for safety is secondary. These basic needs are followed in sequence by needs related to love and belonging, the need for esteem and the need for self-actualization, in a hierarchical arrangement. (Milliken, 1998: 63). “Each of the five levels of need must be satisfied before an individual is ready for satisfaction of the next higher level of need”. The complaint analysis method correlates with Maslow’s hierarchy of human needs, where crucial needs for survival have to be satisfied first, with subsequent fulfillment of further needs. Post-appointment Telephone Survey and Frederick Herzberg’s Two-Factor Theory (1959): By the post appointment survey method which is conducted within two to three days of the patient’s most recent visit to the healthcare center, “the response rate is high, information is gathered rapidly, and an opportunity to solicit open-ended responses is provided” (Shelton, 2000: 132). The questions should be formulated to gather information on what the patient liked about the facility, any areas of concern that needed improvement, and how better services could be provided. The answers are documented on a prepared telephone survey response form. Herzberg stated that job satisfaction came from hygiene factors and true motivators. Hygiene factors are external factors like company’s personnel policy, technical supervision, etc. Their absence causes dissatisfaction or depression. True motivators are factors which are intrinsic to work such as job content and the rewards which result from work done well (Pattanayak, 2005). By analysis of the data obtained by the telephone survey method, the extrinsic hygiene factors as well as the intrinsic motivators can be improved, so that both patients as well as the healthcare employees are benefited by optimal conditions in the organisation. The Objective Survey Questionnaire and Douglas McGregor’s Theory X (1960): The objective survey questionnaire is best for obtaining quantifiable response data. Here respondent anonymity is preserved, and responses are sent to an external market research firm. Low ratings or critical responses are appropriately recorded, and adequately dealt with, for ensuring elimination of the patients’ dissatisfaction (Shelton, 2000). Miller (2005 : 34) states that according to McGregor, Theory X denotes the manager who follows the most negative aspects of classical management theories, such as “directing people’s efforts, motivating them, controlling their actions, and modifying their behaviors to suit the organisation”. The Theory X manager believes that people lack ambition, are resistant to change, etc; hence they need to be prompted and guided, unlike the Theory Y manager (Miller, 2005). By using the objective survey questionnaire method, the Theory Y manager’s technique of allowing employees to work independently and ensuring a more productive workforce, they can be motivated to implement required improvements in the healthcare organisation. Patient Focus Group and William Ouchi’s Theory Z (1981): The patient focus group is a proven qualitative market research technique. The organisation’s patient population is represented by a group of patients who are led through a focused discussion that is structured to evoke suggestions and perceptions from them. Further, patients’ reactions can be obtained, towards the organisations new plans for change. Ouchi’s Theory Z clearly identifies the ways in which “Japanese organisations use their human resources in different and perhaps more effective ways than the United States organisations” (Miller, 2005: 54). For example, collective decision making in Japanese units, as compared to individual decision making and responsibility in the U.S. organisations. By the group discussion method, participants use each other’s views and creative ideas to formulate decisions for implementing change, which correlates with Theory Z’s collective decision making and responsibility for best outcomes. Comparison of Factors for Strengths and Weaknesses that Affect Survey Outcomes: With the help of HCAHPS surveys of patient satisfaction, it has been found that the length of stay is a significant factor, because the longer the stay, patients’ dissatisfaction with the healthcare system increases. Regarding size of facility, the smaller facilities are more user-friendly, with staff being more accessible, with shorter durations for waiting times, and higher levels of care provided. Similarly private hospitals give personalized care, as compared to the government or county hospitals which are more impersonal in their approach. This is also because, private healthcare is generally provided on profits obtained, whereas federal systems are more prone to be run on a non-profit basis (Scalise, 2005). Physician-owned specialty hospitals treat a more favorable selection of patients who are financially profitable, than the average community hospital (Tieman, 2004). Patient Satisfaction Surveys as an Indicator of Quality: Patient satisfaction surveys are good indicator of quality because they encompass results on standard measures such as morbidity and motality, as well as quality of life, performance status, and patient satisfaction. A survey conducted by Picker Institute (2007: 9) found that “more than half of the patients had waited more than one working day for an appointment, 18% had waited two working days and 39% had waited longer”. However, the 10,000 patients surveyed were generally positive about the care and treatment they received at their local health centre. The elements that constitute patient satisfaction fall into six main categories: access, convenience, communication, perceived quality of healthcare received, personal caring and healthcare facilities/ equipment (Shelton, 2000). The surveys are based on scientific facts. “The Patient’s Mental Report Card (PMRC) is a model of how patients judge their healthcare experiences (Shelton, 2000: xix), which impacts their satisfaction/ dissatisfaction. The PMRC is made up of “moments of truth” (MOTs) which are “impressions of the organisation based on interpersonal contact between any representative of the healthcare organisation and the patient”. and surrogate perceptions (SPs) which are observation of objects or conditions that are registered as “cerebral snapshots” in their minds. Isenberg (1998: 204) states that “patient satisfaction surveying is critical for providing quality patient care and business practice management”. Conclusion This paper has discussed the various aspects: including the methods, significant factors and uses for patient satisfaction surveys as indicators of quality, which impact healthcare development. It has been observed that ongoing changes and improvements in healthcare have to correlate with patients’ expectations for quality care. Hence the analysis and processing of research data give valuable insights into patients’ complaints, requirements, as well as approval of healthcare that is provided. ------------------------------------------ References Block, D. J. (2006). Healthcare outcomes management: strategies for planning and evaluation. Massachussetts: Jones and Bartlett Publishers. Isenberg, S. F. (1998). Managed care, outcomes, and quality: a practical guide. New York: Thieme Publications. McLaughlin, C. P. & Kaluzny, A. D. (2004). Continuous quality improvement in healthcare. The United States of America: Jones and Bartlett Publishers. Miller, K. (2005). Organisational communication: approaches and processes. California: Thomson Wadsworth. Milliken, M. E. (1998). Understanding human behavior: a guide for healthcare providers. Canada: Thomson Delmar Learning. Nelson, A. M. (1997). Improving patient satisfaction now: how to earn patient and payer loyalty. The United States of America: Aspen Publishers. Pattanayak, B. (2005). Human resource management. New Delhi: Prentice Hall. Picker Institute. (2007). Patient satisfaction survey. Practice Nurse, 33(4): 9-9. Scalise, D. (2005). The survey says…Modern Healthcare, 79(10): 14-14. Shelton, P. J. (2000). Measuring and improving patient satisfaction. Maryland: Jones and Bartlett Publishers. Sinclair, D. (2000). Measuring humanity. In Healthcare evaluation, health systems management study unit 204. London School of Hygiene and Tropical Medicine, London, England. Tieman, J. (2004). Panel slams niche facilities. Modern Healthcare, 34(44): 4-4. Read More