Prioritizing the Areas Require Improvement in Al-Zahra Hospital (Isfahan, Iran) Based on Application of the European Foundation for Quality Management Excellence Model*

Document Type : Original Article

Authors
Marzieh Javadi 1
Hamid Ganji 2
Ahmadreza Reiesi 3
Maryam Yaghoobi 4
Parvin , Hematian 5
1 PhD Student, Student Research Committee, Health Care Management, Health Management and Economic Research Center, University of Medical Sciences, Isfahan, Iran.
2 Chief Executive Officer of Al-Zahra Medical Center, Isfahan University of Medical Sciences, Isfahan, Iran
3 Assistant Professor, Health Information Management, Health Management and Economic Research Center, Isfahan University of Medical Sciences, Isfahan, Iran
4 Assistant Professor, Health Services Management, Health Management Research Center, Baqiyatallah University of Medical Sciences, Tehran, Iran
5 Educational Planning, Isfahan University of Medical Sciences, Isfahan, Iran
Abstract
Introduction: In today’s world, organizations are attempting to achieve advantages and
competitive results. Understanding mutual interactions between organizations and using modern
management techniques as well as modern management tools might have an influential effect on
obtaining optimal organizational results. Nowadays, one of the competitive advantages is applying
the excellence models. The present study aimed to evaluate the improvable areas in Al-Zahra
Hospital, (Isfahan, Iran) using EFQM (European foundation for quality management) model.
Methods: This was an applied, cross-sectional descriptive study. Data collection was performed
using EFQM questionnaire through census method. Thirty-nine managers were involved in all the
levels (junior, senior and operational management) of this study.
Results: The results showed the Al-Zahra Hospital obtained total score of 502.78 (out of 1000
scores). The obtained score was 259.60 in enablers area and 243.08 in results area. Each of the nine
EFQM-criteria score and percentages were as the following: Leadership 52 scores (52%) policy and
strategy 43 (54%), human resources 42 (47%), resources and companies 50 (56%) and processes 70
(50.6%) for the enablers area. In the results area customer satisfaction score was 97 (48.8%), staff
satisfaction 31.5 (35%), society results 30.7 (51%) and key performance results was 83.6 (55.7%).
Conclusion: Implementation of the self-evaluation model in this hospital led to identification of
strengths and areas in need of improvement. Out of enabler and results criteria, staff and
costumer satisfaction were with lowest scores, respectively; which are considered as the areas
with improvement prioritization. Therefore, further attention is required for improving these
modification criteria in hospitals.

Keywords

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Health Information Management
Volume 9, Issue 4
September and October 2012
Pages 539-547