Document Type : Original Article
Authors
1
PhD in Health Policy, Assistance Professor at Tabriz Health Services Management Research Center, Health Management and Safety Promotion Research Institute, Tabriz University of Medical Sciences, Tabriz, Iran (Corresponding Author)
2
PhD in Health Care Services Management, Tabriz Health Services Management Research Center, Health Management and Safety Promotion Research Institute, Tabriz University of Medical Sciences, Tabriz, Iran
3
PhD in Epidemiology, Tabriz Health Services Management Research Center, Professor at Health Management and Safety Promotion Research Institute, Tabriz University of Medical Sciences, Tabriz, Iran
4
PhD Candidate in Health Care Services Management, Instructor at Tabriz Health Services Management Research Center, Health Management and Safety Promotion Research Institute, Tabriz University of Medical Sciences, Tabriz, Iran
Abstract
Introduction: Developing specific performance evaluation indices for hospitals affiliated to Iran's Social Security Organization and measuring them can be effective in improving hospitals’ performance. The aim of the present study is to develop and validate specific performance evaluation indicators for hospitals affiliated to Iran’s Social Security Organization.
Methods: To formulate specific performance indices for Social Security Hospitals, four steps of literature review (academic papers, books, organizational reports and other resources), expert opinion polls (from 10 experts), two rounds of Delphi, and peer reviews by key social security experts were done.
Results: 4563 indices were identified from text searches. After initial screening of the indices by two independent researchers, finally 790 indices were selected (initial screening). In the next step, both researchers discussed selected indices, which resulted in the elimination of 126 indices due to being repetitive or similar (secondary screening). Then 664 indices were sent to 10 experts for initial modification (tertiary screening). Finally, 60 indices were selected and entered the Delphi phase. After performing two stages of Delphi technique (first round 24 people, and second round 8 people), 50 indices were selected. Finally, 49 indices were finalized in four domains: input (5 indices), process (11 indices), output (18 indices) and financial performance (15 indices).
Conclusion: Using the indices developed in the present study, senior managers can attempt to evaluate their own hospitals to identify weaknesses and plan and improve their performance.
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