چاپ صفحه |  صفحه نخست سامانه |  چکیده مقاله |  نویسندگان |  دانلود مقاله | دانشگاه علوم پزشکی تبریز |
| Background: Performance assessment tries to find the best, valid and cost-effective way of measuring performance and work satisfaction. There are several indicators for health systems performance evaluation which ignore the managerial aspect. We aimed at evaluating the validity and reliability of managerial performance assessment tool for Iranian hospitals. Methods: The current study is a part of larger study which aims at developing a reliable and valid tool for managerial performance assessment tool. The intended tool has seven dimensions of planning, organizing, leadership, information management, resource management, clinical governance, and performance indicators. We conducted a 2-round Delphi study with 18 experts whom were selected purposefully to evaluate the validity of the tool. Reliability was assessed through implementing the tool in three randomly chosen hospitals of Tabriz. Content Validity Index (CVI) and Content Validity Ratio (CVR) along with internal consistency and Cronbach's alpha were calculated for this reason. Results: A checklist with 117 indicators was prepared. After determining the validity and reliability of checklist, scores for these indicators were calculated given the importance scores. The whole tool has the score of 1000. Cronbach's alpha coefficient was 0.76 for the whole checklist. Conclusion: The validated tool in the current research can be used in performance assessment, evidence-based dismissal, installation, and upgrading of hospital managers in order to avoid non proper selection of these managers. Further researches are needed to apply this tool in managerial performance assessment of … |
| نویسنده | نفر چندم مقاله |
|---|---|
| علی جنتی | اول |
| جعفر صادق تبریزی | سوم |
| معصومه قلی زاده | چهارم |
| ندا کبیری | پنجم |
| نام فایل | تاریخ درج فایل | اندازه فایل | دانلود |
|---|---|---|---|
| Developing a Hospital Managerial Performance.pdf | 1397/07/17 | 193776 | دانلود |
