Hostname: page-component-78c5997874-m6dg7 Total loading time: 0 Render date: 2024-11-06T05:26:31.927Z Has data issue: false hasContentIssue false
  • English
  • Français

Analytical perspectives on performance-based management: an outline of theoretical assumptions in the existing literature

Published online by Cambridge University Press:  14 March 2013

Sarah Wadmann ,
Sarah Johansen ,
Ane Lind ,
Hans Okkels Birk  and
Klaus Hoeyer
Sarah Wadmann*
Affiliation:
MSc Public Health, Section for Health Services Research, Department of Public Health, University of Copenhagen, Copenhagen, Denmark
Sarah Johansen
Affiliation:
MSc Public Health, Spine Center Copenhagen, Glostrup University Hospital, Denmark
Ane Lind
Affiliation:
Msc Public Health, The Danish Haemophilia Society, Denmark
Hans Okkels Birk
Affiliation:
Msc Economics, Section for Health Services Research, Department of Public Health, University of Copenhagen, Copenhagen, Denmark; and Region Zealand, Denmark
Klaus Hoeyer
Affiliation:
PhD, MA, Associate Professor, Section for Health Services Research, Department of Public Health, University of Copenhagen, Copenhagen, Denmark
*
*Correspondence to: Sarah Wadmann, MSc Public Health, Section for Health Services Research, Department of Public Health, University of Copenhagen, Øster Farimagsgade 5B, PO box 2099, DK-1014 Copenhagen, Denmark. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Performance-based management (PBM) has become a dominant form of governance in health care and there is a need for careful assessment of its function and effects. This article contains a cross-disciplinary literature synthesis of current studies of PBM. Literature was retrieved by database searches and categorized according to analytical differences and similarities concerning (1) purpose and (2) governance mechanism of PBM. The literature could be grouped into three approaches to the study of PBM, which we termed: the ‘functionalist’, the ‘interpretive’ and the ‘post-modern’ perspective. In the functionalist perspective, PBM is perceived as a management tool aimed at improving health care services by means of market-based mechanisms. In the interpretive perspective, the adoption of PBM is understood as consequence of institutional and individual agents striving for public legitimacy. In the post-modern perspective, PBM is analysed as a form of governance, which has become so ingrained in Western culture that health care professionals internalize and understand their own behaviour and goals according to the values expressed in these governance systems. The recognition of differences in analytical perspectives allows appreciation of otherwise implicit assumptions and potential implications of PBM. Reflections on such differences are important to ensure vigilant appropriation of shifting management tools in health quality governance.

Type
Articles
Information
Health Economics, Policy and Law , Volume 8 , Issue 4 , October 2013 , pp. 511 - 527
Copyright
Copyright © Cambridge University Press 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Amit, V. (2000), ‘The University as Panopticon: moral claims and attacks on academic freedom’, in M. Strathern (ed.), Audit Cultures: Anthropological Studies in Accountability, Ethics and the Academy, London: Routledge, 215–235.Google Scholar
Barker, R. M., Pearce, M. S.Irving, M. (2004), ‘Star wars NHS style’, British Medical Journal, 329(7457): 107–109.CrossRefGoogle ScholarPubMed
Bevan, G.Hood, C. (2006), ‘What's measured is what matters: targets and Gaming in the English public health care system’, Public Administration, 84(3): 517–538.CrossRefGoogle Scholar
Brook, R. H., McGlynn, E. A.Shekelle, P. G. (2000), ‘Defining and measuring quality of care: a perspective from US researchers’, International Journal for Quality in Health Care, 12(4): 281–295.CrossRefGoogle ScholarPubMed
Brown, C.Lilford, R. (2006), ‘Cross sectional study of performance indicators for English primary care trusts: testing construct validity and identifying explanatory variables’, BMC Health Services Research, 6: 81.CrossRefGoogle ScholarPubMed
Cacace, M., Ettelt, S., Brereton, L., Pedersen, J. S., Nolte, E. (2011), How health systems make available information on service providers. Product Page, http://www.rand.org/pubs/technical_reports/TR887.html [2 December 2012].Google Scholar
Calnan, M.Rowe, R. (2008), ‘Trust, accountability and choice’, Health Risk & Society, 10(3): 201–206.CrossRefGoogle Scholar
Chassin, M. R., Hannan, E. L.DeBuono, B. A. (1996), ‘Benefits and hazards of reporting medical outcomes publicly’, New England Journal of Medicine, 334(6): 394–398.CrossRefGoogle ScholarPubMed
Clarke, A. E. (2005), Situational Analysis, Grounded Theory After the Postmodern Turn, Thousand Oaks: Sage Publications.Google Scholar
Cooke, H. (2006), ‘The surveillance of nursing standards: an organisational case study’, International Journal of Nursing Studies, 43(8): 975–984.CrossRefGoogle ScholarPubMed
Dahler-Larsen, P. (1999), Den Rituelle Reflektion: Om Evaluering i Organisationer, 3. oplag. . Odense: Odense Universitetsforlag.Google Scholar
Davies, H. T. O. (2001), ‘Public release of performance data and quality improvement: internal responses to external data by US health care providers’, Quality in Health Care, 10(2): 104–110.CrossRefGoogle ScholarPubMed
Davies, H. T. OLampel, J. (1998), ‘Trust in performance indicators?’, Quality in Health Care, 7(3): 159–162.CrossRefGoogle ScholarPubMed
Davies, H. T. O.Mannion, R. (1999), ‘Clinical governance: striking a balance between checking and trusting’, Working Papers, Centre for Health Economics, University of York, http://ideas.repec.org/p/chy/respap/165chedp.html#biblio [28 September 2011].Google Scholar
Davies, H. T. O.Marshall, M. N. (1999), ‘Public disclosure of performance data: does the public get what the public wants?’, The Lancet, 353(9165): 1639–1640.CrossRefGoogle ScholarPubMed
Dent, M. (2005), ‘Post-New Public Management in public sector hospitals? The UK, Germany and Italy’, Policy & Politics, 33(4): 623–636.CrossRefGoogle Scholar
Epstein, A. (1995), ‘Performance reports on quality – prototypes, problems, and prospects’, New England Journal of Medicine, 333(1): 57–61.CrossRefGoogle Scholar
Epstein, A. M. (2000), ‘Public release of performance data’, The Journal of the American Medical Association, 283(14): 1884–1886.CrossRefGoogle ScholarPubMed
Erlingsdóttir, G. (1999), ‘Kvalitetssäkringars Översättning – Recentralisering Av Kontroll’, in E. Z. Bentsen, F. Borum, G. Erlingsdóttir, and K. Sahlin-Andersson (eds), Når Styringsambitioner Møder Praksis Den Svære Omstilling Af Sygehus- Og Sundhedsvæsenet i Danmark Og Sverige, København: Handelshøjskolens Forlag, 57–85.Google Scholar
Faber, M., Bosch, M., Wollersheim, H., Leatherman, S., Grol, R. (2009), ‘Public reporting in health care: how do consumers use quality-of-care information? A systematic review’, Medical Care, 47(1): 1–8.CrossRefGoogle Scholar
Freeman, T. (2002), ‘Using performance indicators to improve health care quality in the public sector: a review of the literature’, Health Services Management Research, 15: 126–137.CrossRefGoogle ScholarPubMed
Freeman, T.Walshe, K. (2004), ‘Achieving progress through clinical governance? A national study of health care managers’ perceptions in the NHS in England’, Quality and Safety in Health Care, 13(5): 335–343.CrossRefGoogle ScholarPubMed
Fung, C. H., Lim, Y. W., Mattke, S., Damberg, C.Shekelle, P. G. (2008), ‘Systematic review: the evidence that publishing patient care performance data improves quality of care’, Annals of Internal Medicine, 148(2): 111–123.CrossRefGoogle ScholarPubMed
Gendron, Y., Cooper, D. J.Townley, B. (2007), ‘The construction of auditing expertise in measuring government performance’, Accounting, Organizations and Society, 32(1): 101–129.CrossRefGoogle Scholar
Giri, A. (2000), ‘Audited accountability and the imperative of responsibility: beyond the primacy of the political’, in M. Strathern (ed.), Audit Cultures Anthropological Studies in Accountability Ethics and the Academy, London: Routledge, 173–195.Google Scholar
Goddard, M., Mannion, R.Smith, P. (2000), ‘Enhancing performance in health care: a theoretical perspective on agency and the role of information’, Health Economics, 9(2): 95–107.3.0.CO;2-A>CrossRefGoogle Scholar
Green, J.Wintfeld, N. (1995), ‘Report cards on cardiac surgeons – assessing New York state's approach’, New England Journal of Medicine, 332(18): 1229–1233.CrossRefGoogle ScholarPubMed
Grey, C.Garsten, C. (2001), ‘Trust, control and post-bureaucracy’, Organization Studies, 22(2): 229–250.CrossRefGoogle Scholar
Groene, O., Skau, J. K. H.Frølich, A. (2008), ‘An international review of projects on hospital performance assessment’, International Journal for Quality in Health Care, 20(3): 162–171.CrossRefGoogle ScholarPubMed
Hatch, M. J. (1997), Organization Theory, Modern, Symbolic, and Postmodern Perspectives, Oxford: Oxford University Press.Google Scholar
Hatry, H., Gerhart, C.Marshall, M. (1994), ‘Eleven ways to make performance measurement more useful to public managers’, Public Management, 76(9): S15–S18.Google Scholar
Hibbard, J. H. (2003), ‘Engaging health care consumers to improve the quality of care’, Medical Care, 41(1): 161–170.CrossRefGoogle ScholarPubMed
Hibbard, J. H.Jewett, J. J. (1997), ‘Will quality report cards help consumers?’, Health Affairs, 16(3): 218–228.CrossRefGoogle ScholarPubMed
Hibbard, J. H., Slovic, P.Jacquelyn, J. J. (1997), ‘Informing consumer decisions in health care: implications from decision-making research’, The Milbank Quarterly, 75(3): 395–414.CrossRefGoogle ScholarPubMed
Hibbard, J. H., Stockard, J.Tusler, M. (2003), ‘Does publicizing hospital performance stimulate quality improvement efforts?’, Health Affairs, 22(3): 84–94.CrossRefGoogle ScholarPubMed
Jespersen, P. K. (1999), ‘New Public Management Reformers Betydning for Den Administrative Og Lægefaglige Profession i Sygehusorganisationen’, in E. Z. Bentsen, F. Borum, G. Erlingsdóttir and K. Sahlin-Andersson (eds), Når Styringsambitioner Møder Praksis – Den Svære Omstilling Af Sygehus- Og Sundhedsvæsenet i Danmark Og Sverige, København: Handelshøjskolens Forlag, 141–170.Google Scholar
Laing, A.Hogg, G. (2002), ‘Political exhortation, patient expectation and professional execution: perspectives on the consumerization of health care’, British Journal of Management, 13(2): 173–188.CrossRefGoogle Scholar
Lansky, D. (2002), ‘Improving quality through public disclosure of performance information’, Health Affairs, 21(4): 52–62.CrossRefGoogle ScholarPubMed
Lilford, R., Mohammed, M. A., Spiegelhalter, D.Thomson, R. (2004), ‘Use and misuse of process and outcome data in managing performance of acute medical care: avoiding institutional stigma’, Lancet, 363(9415): 1147–1154.CrossRefGoogle ScholarPubMed
Lindholm, C. (1999), ‘Reform Utan Förändring Och Förändring Utan Reform – Ekonomistyrning Som Instrument Och Logik’, in E. Z. Bentsen, F. Borum, G. Erlingsdóttir and K. Sahlin-Andersson (eds), Når Styringsambitioner Møder Praksis – Den Svære Omstilling Af Sygehus- Og Sundhedsvæsenet i Danmark Og Sverige, København: Handelshøjskolens Forlag, 117–140.Google Scholar
Longo, D. R., Land, G., Schramm, W., Fraas, J., Hoskins, B.Howell, V. (1997), ‘Consumer reports in health care: do they make a difference in patient care?’, The Journal of the American Medical Association, 278(19): 1579–1584.CrossRefGoogle ScholarPubMed
Magee, H., Davis, L. J.Coulter, A. (2003), ‘Public views on healthcare performance indicators and patient choice’, Journal of the Royal Society of Medicine, 96(7): 338–342.CrossRefGoogle ScholarPubMed
Mannion, R.Goddard, M. (2001), ‘Impact of published clinical outcomes data: case study in NHS hospital trusts’, British Medical Journal, 323(7307): 260–263.CrossRefGoogle ScholarPubMed
Mannion, R.Davies, H. T. O. (2002), ‘Reporting health care performance: learning from the past, prospects for the future’, Journal of Evaluation in Clinical Practice, 8(2): 215–228.CrossRefGoogle ScholarPubMed
Mannion, R., Davies, H.Marshall, M (2005), ‘Impact of star performance ratings in English acute hospital trusts’, Journal of Health Services Research & Policy, 10(1): 18–24.CrossRefGoogle ScholarPubMed
Marshall, M. N., Shekelle, P. G., Leatherman, S.Brook, R. H. (2000a), ‘Public disclosure of performance data: learning from the US experience’, Quality in Health Care, 9(1): 53–57.CrossRefGoogle ScholarPubMed
Marshall, M. N., Shekelle, P. G., Leatherman, S.Brook, R. H. (2000b), ‘The public release of performance data’, The Journal of the American Medical Association, 283(14): 1866–1874.CrossRefGoogle ScholarPubMed
Marshall, M. N., Shekelle, P. G., Davies, H. T. O.Smith, P. C. (2003), ‘Public reporting on quality in the United States and the United Kingdom’, Health Affairs, 22(3): 134–148.CrossRefGoogle ScholarPubMed
Maynard, A.Bloor, K. (2003), ‘Trust and performance management in the medical marketplace’, JRSM, 96(11): 532–539.CrossRefGoogle ScholarPubMed
McLoughlin, V.Leatherman, S. (2003), ‘Quality or financing: what drives design of the health care system?’, Quality and Safety in Health Care, 12(2): 136–142.CrossRefGoogle ScholarPubMed
Merle, V., Moret, L., Pidhorz, L., Dujardin, F., Gouin, F., Josset, V., Graveleau, S., et al. (2009), ‘Does comparison of performance lead to better care? A pilot observational study in patients admitted for hip fracture in three French public hospitals’, International Journal for Quality in Health Care, 21(5): 321–329.CrossRefGoogle Scholar
Miller, P.Rose, N. (2008), ‘Governing the Present: Administering Economic, Social and Personal Life’, Cambridge, Malden: Polity Press.Google Scholar
O'Neill, R. J. Jr (2006), ‘Moving from performance measurement to performance management’, Public Management (00333611), 88(3): 29–30.Google Scholar
Pentland, B. T. (2000), ‘Will auditors take over the world? Program technique and the verification of everything’, Accounting Organizations and Society, 25(3): 307–312.CrossRefGoogle Scholar
Perrin, B. (1998), ‘Effective use and misuse of performance measurement’, American Journal of Evaluation, 19(3): 367–380.CrossRefGoogle Scholar
Pettersen, I. J.Nyland, K. (2006), ‘Management and control of public hospitals – the use of performance measures in Norwegian hospitals a case-study’, International Journal of Health Planning and Management, 21(2): 133–149.Google ScholarPubMed
Power, M. (1999), The Audit Society. Rituals of Verification. Oxford: Oxford University Press.CrossRefGoogle Scholar
Rowan, K., Harrison, D., Brady, A.Black, N. (2004), ‘Hospitals’ star ratings and clinical outcomes: ecological study’, British Medical Journal, 328(7445): 924–925.CrossRefGoogle ScholarPubMed
Sahlin-Andersson, K. (2003), ‘I Forandringernes Krydsfelt: Ledelse På Distance’, in F. Borum. 1. udgave. (ed.), Ledelse i Sygehusvæsenet, København: Handelshøjskolens Forlag, 229–253.Google Scholar
Schneider, E. C.Epstein, A. M. (1998), ‘Use of public performance reports’, The Journal of the American Medical Association, 279(20): 1638–1642.CrossRefGoogle ScholarPubMed
Shepperd, S., Charnock, D.Cook, A. (2002), ‘A 5-star system for rating the quality of information based on discern’, Health Information & Libraries Journal, 19(4): 201–205.CrossRefGoogle ScholarPubMed
Shore, C. (2008), ‘Audit culture and illiberal governance: universities and the politics of accountability’, Anthropological Theory, 8(3): 278–298.CrossRefGoogle Scholar
Shore, C.Wright, S. (2000), ‘Coercive accountability’, in M. Strathern (ed.), Audit Cultures Anthropological Studies in Accountability, Ethics and the Academy, London: Routledge, 57–89.Google Scholar
Smith, P. (1990), ‘The use of performance indicators in the public sector’, Journal of the Royal Statistical Society Series A (Statistics in Society), 153: 53–72.CrossRefGoogle Scholar
Smith, P. (1995), ‘On the unintended consequences of publishing performance data in the public sector’, International Journal of Public Administration, 18(2): 277–310.CrossRefGoogle Scholar
Smith, P. (2005), ‘Performance measurement in health care: history, challenges and prospects’, Public Money & Management, 25(4): 213–220.CrossRefGoogle Scholar
Smith, P. C. (2002), ‘Performance management in British health care: will it deliver?’, Health Affairs, 21(3): 103–115.CrossRefGoogle ScholarPubMed
Snelling, I. (2003), ‘Do star ratings really reflect hospital performance?’, Journal of Health Organization and Management, 17(3): 210–223.CrossRefGoogle ScholarPubMed
Strathern, M. (2000a), ‘Introduction: new accountabilities + afterword: accountability… and ethnography’, in M. Strathern (ed.), Audit Cultures Anthropological Studies in Accountability Ethics and the Academy, London: Routledge, 1–18; 279–309.Google Scholar
Strathern, M. (2000b), ‘The tyranny of transparency’, British Educational Research Journal, 26(3): 310.CrossRefGoogle Scholar
Tuohy, C. H. (2003), ‘Agency, contract, and governance: shifting shapes of accountability in the health care arena’, Journal of Health Politics Policy & Law, 28(2/3): 195–215.CrossRefGoogle ScholarPubMed
de Vos, M., Graafmans, W., Kooistra, M., Meijboom, B., Van Der Voort, P.Westert, G. (2009), ‘Using quality indicators to improve hospital care: a review of the literature’, International Journal for Quality in Health Care, 21(2): 119–129.CrossRefGoogle Scholar
Vrangbæk, K. (1999), ‘Når Styringsideer Og Modeller Udfordrer Sundheds- Og Sygehusfeltets Logikker’, in E. Z. Bentsen, F. Borum, G. Erlingsdóttir and K. Sahlin-Andersson (eds), Når Styringsambitioner Møder Praksis – Den Svære Omstilling Af Sygehus- Og Sundhedsvæsenet i Danmark Og Sverige, København: Handelshøjskolens Forlag, 31–56.Google Scholar
Vrangbæk, K. (2003), ‘Vilkår for Sygehusledelse – Ekstern Kontrol Og Handlerum’, in F. Borum (ed.), Ledelse i Sygehusvæsenet, København: Handelshøjskolens Forlag, 27–66.Google Scholar
Walshe, K. (2002), ‘The rise of regulation in the NHS’, British Medical Journal, 324(7343): 967–970.CrossRefGoogle ScholarPubMed
Waring, J. (2007), ‘Adaptive regulation or governmentality: patient safety and the changing regulation of medicine’, Sociology of Health and Illness, 29(2): 163–179.CrossRefGoogle ScholarPubMed
Wehmeier, S. (2006), ‘Dancers in the dark: the myth of rationality in public relations’, Public Relations Review, 32(3): 213–220.CrossRefGoogle Scholar
Werner, R. M.Bradlow, E. T. (2010), ‘Public reporting on hospital process improvements is linked to better patient outcomes’, Health Affairs, 29(7): 1319–1324.CrossRefGoogle ScholarPubMed