Quality management in health care Journal Impact Factor & Information

Publisher: Lippincott, Williams & Wilkins

Journal description

This peer-reviewed quarterly journal provides a forum to explore the theoretical, technical, and strategic elements of total quality management in health care. Each issue of Quality Management in Health Care (QMHC) features a timely symposium that addresses a key issue in health care quality management. Also included in each issue is an in-depth interview with a key individual in health care quality management, an educational tutorial on basic quality management tools and processes, an information clearinghouse to encourage informal communication among those involved in the field of health care quality management, and a reference center that reviews books, journal articles, seminars, and videos of interest.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website Quality Management in Health Care website
Other titles Quality management in health care, QMHC
ISSN 1063-8628
OCLC 26178154
Material type Periodical
Document type Journal / Magazine / Newspaper

Publisher details

Lippincott, Williams & Wilkins

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 12 months embargo
  • Conditions
    • Some journals have separate policies, please check with each journal directly
    • Pre-print must be removed upon acceptance for publication
    • Post-print may be deposited in personal website or institutional repository
    • Publisher's version/PDF cannot be used
    • Must include statement that it is not the final published version
    • Published source must be acknowledged with full citation
    • Set statement to accompany deposit
    • Must link to publisher version
    • NIH authors will have their accepted manuscripts transmitted to PubMed Central on their behalf after a 12 months embargo (see policy for details)
    • Wellcome Trust and HHMI authors will have their accepted manuscripts transmitted to PubMed Central on their behalf after a 6 months embargo (see policy for details)
    • Publisher last reviewed on 19/03/2015
  • Classification
    ‚Äč yellow

Publications in this journal

  • Quality management in health care 04/2014; 23(2):69-69. DOI:10.1097/QMH.0000000000000029
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    ABSTRACT: Background: Since most radiologists do not meet with patients, questionnaires often substitute for face-to-face interviews to collect patients' history. We report the effect of direct radiologist-patient interviews on the quality of patient history recorded for musculoskeletal magnetic resonance imaging. Methods: Magnetic resonance imaging questionnaires completed by outpatients were separated into 2 cohorts: (1) imaging center (IC) forms with no radiologist interviews; (2) hospital (H) forms with radiologist-patient interviews. Three blinded radiologists independently scored each questionnaire for quality on a 5-point scale. A separate quantitative analysis was also performed. The unpaired t test, Fischer exact test, and chi(2) test were used to compare the cohorts. Results: The mean score of the H cohort among reviewers was superior to the IC cohort: 3.79 (+/- 0.98) versus 3.04 (+/- 1.00), P <.0001. Each reviewer also independently found the H cohort to be of higher quality for patient history, P <.0001. For the IC cohort, 7.8% of questionnaires did not report a single symptom versus 0.0% in the H cohort, P =.0331. Also, the IC cohort recorded symptoms in 2 or less words more often than the H cohort, P <.0001. Conclusion: Brief radiologist-patient interviews are superior for obtaining a higher quality of patient history for musculoskeletal MRI than patient questionnaires alone.
    Radiological Society of North America 2013 Scientific Assembly and Annual Meeting; 12/2013
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    ABSTRACT: An abstract is unavailable. This article is available as HTML full text and PDF.
    Quality management in health care 06/2009; 18(3):149-50. DOI:10.1097/QMH.0b013e3181aea1ce
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    ABSTRACT: The Centers for Disease Control and Prevention (CDC) defines influenza-like illness (ILI) for its sentinel providers as fever (temperature > or =100.5 degrees F or 37.8 degrees C) and a cough and/or a sore throat in the absence of a known cause other than influenza. For electronic disease surveillance systems, classifying ILI with clinical data that identify only individual aspects of the case definition may add excessive levels of unwanted noise to the system; however, the capability to analyze a patient's body temperature along with other available clinical data (International Classification of Diseases, Ninth Revision codes) could improve diagnostic precision and more accurately classify cases of ILI in a syndromic surveillance system. Developing Boolean algorithms to properly classify true cases of influenza plays an important role toward understanding accurate levels of disease in a community and can also be a key tool for allocating urgent prophylaxis such as antiviral medications during severe outbreaks and pandemics. Results for this study show that elevated body temperature was 40% efficient in correctly predicting laboratory-positive confirmations of influenza (sensitivity) but at the same time was 76% efficient in ruling out influenza (specificity) in the group of sampled members who were tested for influenza.
    Quality management in health care 01/2009; 18(2):91-102. DOI:10.1097/QMH.0b013e3181a0274d
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    ABSTRACT: Following the landmark Leuven study in 2001, health care organizations implemented intensive insulin therapy (IIT) as the standard of care for critically ill patients. However, a recent meta-analysis showed no mortality benefit and an increased safety risk for patients treated with IIT. IIT affects labor and capital decisions related to nurses, physicians, pharmacists, managers, laboratory personnel, and informatics staff. The expenditure of labor and capital to provide IIT without corresponding outcome improvements suggests the adoption of IIT produces inefficiency in hospital. In sociology and organizational studies, the tendency for organizations to become more similar without necessarily becoming more efficient is called normalfont institutional isomorphism. Institutional isomorphism examines the pressure that organizations encounter from peers, regulators, and professions through mimetic, coercive, and normative mechanisms, respectively. To enhance their prospects of survival, organizations establish and maintain legitimacy by adopting socially acceptable approaches to work endorsed by successful peer organizations, regulatory agencies, and professional societies. ORGANIZATIONAL INFLUENCE IN THE ADOPTION OF IIT: This paper describes how organizational influence-through the Leuven study, the Joint Commission, and professional organizations-played a role in the widespread adoption of IIT. Divergence from institutionalized forms may explain variation in IIT studies following Leuven. Health care researchers practitioners, and managers should consider organizational influence when implementing large-scale clinical activities.
    Quality management in health care 01/2009; 18(2):115-9. DOI:10.1097/QMH.0b013e3181a02bac
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    ABSTRACT: The content and spectrum of rural health care services are different from those in urban areas. The extent to which health care consumers' perceptions of the quality of these services vary across settings and the association of these perceptions with features of rural and urban settings are unclear. To determine whether perceptual differences of quality exist and contrast rural/urban associations between contextual characteristics and perceived quality of health care. Multilevel, cross-sectional analysis of a state-representative sample of 33 786 adults, stratified by rural/urban status linked with county-level data describing contextual features (eg, health care, economics, and social capital). The dependent variable was respondents' perceived quality of health care received in the past year. Weighted multilevel random intercept models examined the independent association of contextual characteristics with perceived quality. Overall perceived quality did not differ between rural and urban settings. Similarly, the pattern of associations between perceived quality and contextual characteristics was generally comparable between settings. A notable difference was an association between higher quality with an increasing proportion of hospitals offering more than 25 services in urban areas (beta = .763; P < .05). Despite rural/urban differences in contextual characteristics with potential influence on health care delivery, overall consumer perception of health care quality was similar in both settings. This suggests that health care managers may be adopting setting-specific strategies to enhance consumer satisfaction despite contextual differences.
    Quality management in health care 01/2009; 18(4):257-67. DOI:10.1097/QMH.0b013e3181bee1ce
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    ABSTRACT: Practice-based learning and improvement (PBLI) combines the science of continuous quality improvement with the pragmatics of day-to-day clinical care delivery. PBLI is a core-learning domain in nursing and medical education. We developed a workbook-based, project-focused curriculum to teach PBLI to novice health professional students. Evaluate the efficacy of a standardized curriculum to teach PBLI. Nonrandomized, controlled trial with medical and nursing students from 3 institutions. Faculty used the workbook to facilitate completion of an improvement project with 16 participants. Both participants and controls (N = 15) completed instruments to measure PBLI knowledge and self-efficacy. Participants also completed a satisfaction survey and presented project posters at a national conference. There was no significant difference in PBLI knowledge between groups. Self-efficacy of participants was higher than that of controls in identifying best practice, identifying measures, identifying successful local improvement work, implementing a structured change plan, and using Plan-Do-Study-Act methodology. Participant satisfaction with the curriculum was high. Although PBLI knowledge was similar between groups, participants had higher self-efficacy and confidently disseminated their findings via formal poster presentation. This pilot study suggests that using a workbook-based, project-focused approach may be effective in teaching PBLI to novice health professional students.
    Quality management in health care 01/2009; 18(3):174-81. DOI:10.1097/QMH.0b013e3181aea218
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    ABSTRACT: This article reports an intervention to improve the quality and safety of hospital patient care by introducing the use of pharmacy robotics into the medication distribution process. Medication safety is vitally important. The integration of pharmacy robotics with computerized practitioner order entry and bedside medication bar coding produces a significant reduction in medication errors. The creation of a safe medication-from initial ordering to bedside administration-provides enormous benefits to patients, to health care providers, and to the organization as well.
    Quality management in health care 01/2009; 18(2):103-14. DOI:10.1097/QMH.0b013e3181a02771
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    ABSTRACT: The Institute of Medicine called for the integration of interprofessional education (IPE) into health professions curricula, in order to improve health care quality. In response, we developed, implemented, and evaluated a campus wide IPE program, shifting from traditional educational silos to greater collaboration. Students (155) and faculty (30) from 6 academic programs (nursing, medicine, public health, allied health, dentistry, and pharmacy) engaged with a university hospital partner to deliver this program. The content addressed principles of IPE, teamwork development and 2 common quality care problems: hospital-acquired infections and communication errors. Pre-/post-surveys, the Readiness for Interprofessional Learning Scale, and the Interprofessional Education Perception Scale, were used for descriptive assessment of student learning. Students demonstrated increased understanding of health care quality and interprofessional teamwork principles and reported positive attitudes toward shared learning. While responses to the Readiness for Interprofessional Learning Scale grew more positive after the program, scores on the Interprofessional Education Perception Scale were more homogeneous. Both students and faculty highly evaluated the experience. This program was a first step in preparing individuals for collaborative learning, fostering awareness and enthusiasm for IPE among students and faculty, and demonstrating the feasibility of overcoming common barriers to IPE such as schedule coordination and faculty buy-in.
    Quality management in health care 01/2009; 18(3):165-73. DOI:10.1097/QMH.0b013e3181aea20d
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    ABSTRACT: The Institute for Healthcare Improvement's (IHI's) 100 000 Lives Campaign provided a valuable service by focusing attention on quality improvement in health care. The recent release of Agency for Healthcare Research and Quality (AHRQ) statistics on 2006 hospital admissions provides an opportunity to reexamine the achievements of the 100 000 Lives Campaign. The AHRQ estimates of hospital deaths report a decrease of 23623 between 2004 and 2006, which casts considerable doubt on the IHI claim of 122300 lives saved. The article addresses the disparity in estimates of preventable deaths, recent trends in hospital mortality, ways of reconciling the AHRQ estimates with the IHI claim, and the lessons that should be learned from the campaign.
    Quality management in health care 01/2009; 18(2):120-5. DOI:10.1097/QMH.0b013e3181a1090d
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    ABSTRACT: Clinical guidelines call for more exercise than many patients are willing to undertake. More modest goals are more acceptable but may not improve overall self-rated health (SRH) in primary care patients. Furthermore, whether exercise should be measured in minutes per week, times per week, or both is unclear. A random sample of 939 primary care patients met criteria for the study. Exercise was measured in self-reported minutes and times per week. Multiple logistic regression analysis was used to test for the independent effects of minutes and times per week of exercise on SRH in primary care patients. Exercising 1 to 150 minutes per week was independently related to good SRH (odds ratio = 3.41, confidence interval = 1.73-6.73) as was exercising 151 to 300 minutes per week (odds ratio = 4.13, confidence interval = 1.45-11.71). The number of exercise times per week was not significant. In our sample of relatively healthy primary care patients, exercising 1 to 300 minutes per week appears to promote good SRH.
    Quality management in health care 01/2009; 18(2):135-40. DOI:10.1097/QMH.0b013e3181a02c3e
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    ABSTRACT: In this study, we examined the proposition that the occurrence of adverse medical events (AMEs) increases spending on inpatient hospital care. Employing the individual and the episode of care as the unit of analysis, the study relied on data assembled in the Public Use Data File maintained by the Oklahoma State Department of Health. Multiple regression analyses were used to examine the covariates of the revenue per case and its components, the average revenue per day, and the number of days per case. The results indicate that the occurrence of AMEs would increase the revenue per case, the days of care per case, and the revenue per day. Study findings suggest that a decline in AMEs improves quality while lowering spending on hospital care and the use of inpatient services.
    Quality management in health care 01/2009; 18(4):315-25. DOI:10.1097/01.QMH.0000362166.27723.b2
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    ABSTRACT: The study examined the relationship between care delivery team effectiveness, management support, organizational culture, and the extent of implementation of a clinical innovation. The study involved 6 target clinic areas in 78 Department of Veterans Affairs medical centers that participated in the national implementation of Advanced Clinic Access (ACA). Primary data were collected through staff surveys and structured interviews; secondary analyses were conducted using administrative databases. Hierarchical linear models were used to test the influence of team effectiveness and organizational context on implementation ratings. Team effectiveness as measured by team knowledge and skills was significantly associated with the extent of ACA implementation in both primary and specialty care. Team functioning was significant only in primary care. Management support as measured by personal leadership support for quality improvement and the importance of reduced wait times was also significantly associated with ACA implementation, but practical management support and organizational culture were not. Team effectiveness partially mediated the relationship between extent of implementation and personal leadership support. Findings support the underlying theory that implementation of clinical innovations depends on both individual staff and a more complex dynamic of individuals operating within work units in the larger organization.
    Quality management in health care 01/2009; 18(1):25-39. DOI:10.1097/01.QMH.0000344591.56133.90
  • Quality management in health care 01/2009; 18(4):229-230. DOI:10.1097/01.QMH.0000362164.38025.da
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    ABSTRACT: Retail medicine clinics have become widely available. However, few studies have been published reporting on the outcomes of care from these clinics. The purpose of this study was to assess the risk of early return visits for patients using a retail walk-in clinic. Medical records of patients seen in a large group practice in Minnesota in the first 2 months of 2008 were analyzed for this study. Three groups of patients were studied: those using the retail walk-in clinic (n = 300), a comparison group using regular office care in the previous year (n = 373), and a same-day acute care clinic in a medical office (n = 204). The dependent variable was a return office visit within 2 weeks. Multiple logistic regression analysis was used to adjust for case-mix differences between groups. The percentage of office visits within 2 weeks for these groups was 31.7 for retail walk-in patients, 38.9 for office visit patients, and 37.1 for same-day acute care clinic patients, respectively (P = .13). The corresponding percentages of return office visits within 2 weeks for the same reasons were 14.0, 24.4, and 20.6 (P < .01). After adjustment for age, sex, marital status, acuity, and number of office visits in the previous 6 months, no significant differences in risk of early return visits were found among clinic types. Our retail walk-in clinic appeared to increase access without increasing early return visits.
    Quality management in health care 01/2009; 18(1):19-24. DOI:10.1097/01.QMH.0000344590.61971.97
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    ABSTRACT: This pilot study describes the development of an instrument to measure nursing quality knowledge, skills, and attitudes for practicing pediatric oncology nurses. Because many nurse leaders of academic centers are responsible for outcomes at both local and global level, ensuring nursing quality is critical, given the variability in practice outcomes. Quality Improvement Knowledge, Skills, and Attitudes (QulSKA), a 73-item electronic questionnaire was developed using QSEN competencies; the six domains include: quality improvement (QI), safety, evidence-based practice, teamwork, patient-centered care, and informatics. Content validity was established by pediatric oncology, QI, and test-construction experts. Nurses from St Jude Children's Research Hospital and US and Latin American affiliate sites were surveyed. Thirty-seven of 216 RNs surveyed participated in the study. The QulSKA inter-item correlation coefficient was 0.839 (P = .001). The mean knowledge score (based on 100) was 69.2 +/- 11.3. Scores were highest for safety (82.9%) and lowest for teamwork (48.6%). The mean skills rating was 3.3 +/- 0.74 (used 2-4 times). Lowest rated skills were in analysis and QI tools. The mean attitude rating was 3.8 +/- 0.25 (highly important). Data suggest that QulSKA may be reliable to measure quality knowledge, skills, and attitudes among pediatric oncology nurses-nurses were knowledgeable in QI, yet they lacked skills in practice application.
    Quality management in health care 01/2009; 18(3):202-8. DOI:10.1097/QMH.0b013e3181aea256
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    ABSTRACT: To create an index that would serve as a simple tool to measure the quality of hospital care by race and ethnicity. Following extensive review of existing disparities indices, we created a disparities quality index (DQI) designed to easily measure differences in the quality of care hospitals deliver to different populations. The DQI uses performance data already collected by virtually all hospitals. It highlights areas where there are large numbers of patients in a specific population receiving potentially lower-quality care. Data were collected from 2 acute care hospitals that participated in a multihospital collaborative. We applied the DQI to 2 hospitals' quality data, specifically to their performance on the Hospital Quality Alliance measure for patients with heart failure who were receiving angiotensin-converting enzyme inhibitor or angiotensin receptor blocker. The DQI was simple to apply and was able to measure differences in the care of different ethnic groups. It also detected changes in disparities over time. The DQI can help hospitals and other providers focus on the domain of equity in their quality-improvement efforts. Further testing is required to determine its applicability for community-wide equity projects.
    Quality management in health care 01/2009; 18(2):84-90. DOI:10.1097/01.QMH.0000349973.61836.41
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    ABSTRACT: Quality improvement in health care organizations requires structural reorganization and system reform and the development of an appropriate organizational "culture." In 2007, the Division of Quality and Excellence in Civil Service in Israel developed a concept to improve quality management in governmental institutions throughout the country. To put this strategy into practice, Western Galilee Hospital, a governmental hospital, in northern Israel, developed a plan to advance the quality management system where each department and unit is autonomously responsible for its own quality and excellence. Since the hospital has been certificated by ISO 9001 for more than 10 years (the only hospital in Israel to have this certificate), the main challenge now is to improve the quality and excellence system in every department. The aim of this article is to describe the implementation of a comprehensive program designed to raise the ability of managers and workers in Western Galilee Hospital in addressing all of the government's requirements for quality and excellence in service in Israel.
    Quality management in health care 01/2009; 18(2):141-5. DOI:10.1097/QMH.0b013e3181a02c5e