Towards a balanced performance measurement system in a public health care organization
Performance measurement (quality), Cost control, Balanced scorecard, Public health service, Public finance, Hong Kong, Cost reduction, Hospitals
Purpose: This article attempts to devise an integrated performance measurement framework to assess the Hong Kong Hospital Authority (HA) management system by harnessing previous performance measurement systems.
Design/Methodology/Approach: An integrated evaluative framework based on the balanced score card (BSC) was developed and applied using the case study method and longitudinal data to evaluate the HA's performance management system.
Findings: The authors unveil evolving HA performance indicators (PI). Despite the HA staff's explicit quality emphasis, cost control remains the primary focus in their performance measurements.
Research Limitations/Implications: Data used in this study are from secondary sources, disclosed mostly by HA staff.
Practical Implications: This study shows public sector staff often attach too much importance to cost control and easily measurable activities at the expense of quality and other less easily measurable attributes'.
Originality/Value: A balanced performance measurement system, linked to health targets, with a complementary budgeting process that supports pertinent resource allocation is yet to be implemented in Hong Kong's public hospitals.
International Journal of Health Care Quality Assurance
Yuen, P.,& Ng, A. (2012). Towards a balanced performance measurement system in a public health care organization. International Journal of Health Care Quality Assurance, 25 (5), 421-430. http://dx.doi.org/10.1108/09526861211235919