Journal of Healthcare Management - May/June 2014 - (Page 216)

J o u r n al of H ealt H care M anage Ment 59:3 M ay /J une 2014 TA B L E 1 Sample and Population Distribution of Organizations by Size Population (U.S. Census Bureau, 2008) Size Sample 10 to 99 employees 56 (9.2%) 1,372,893 (47.2%) 100 to 499 employees 341 (56.1%) 359,902 (12.3%) 500 to 999 employees 93 (15.3%) 120,681 (4.1%) 1,000 to 2,499 employees 75 (12.4%) 145,699 (5.0%) 2,500 to 4,999 employees 30 (4.9%) 120,416 (4.1%) 5,000 to 9,999 employees 5 (0.8%) 121,835 (4.2%) 10,000 employees or more 8 (1.3%) 678,182 (23.2%) Hage and Dewar's (1973) index of professionalism (minimum: 0; maximum: 3) and the status of the HR function by Aiken and Hage's (1971) 4-item scale of participation in strategic decision making (1: never; 5: always). Insurance funding (fully insured or self-insured) and relationships with overseas business partners (yes or no) were binary variables. The respondents' zip code helped determine the number of miles to the nearest international airport to operationalize geographic location. cost savings for the organization") and four items measuring implementation efforts or lack thereof (e.g., "Adding a medical travel option to our existing health plan would be easy to implement") were adapted from Davis et al.'s (1989) usefulness and ease-of-use scales (1: extremely unlikely; 7: extremely likely). Characteristics of Innovation Nine items capturing two dimensions of healthcare quality (reliability of care and responsiveness to patients' needs) were adapted from Babakus and Mangold's (1992) 7-point (1: strongly disagree; 7: strongly agree) Likert scales. When factor-analyzed, the items loaded together, showing that our respondents did not perceive these dimensions of care as distinct. They were thus merged into one construct. Three items measuring perceived cost savings (e.g., "Having a medical travel option would result in Barriers to Implementation Respondents were asked to rate the extent (1: a little; 7: a lot) to which several factors impeded the inclusion of an MT option in the organization's health plans. Six items were taken from Mirvis's (1997) list of barriers to change and innovation shown to differentiate between HR leaders and laggards. Two more items suggested in the interviews (fear of extra liability; MT option not offered by insurance provider) were added to this list. R E S U LT S Descriptive statistics (mean, SD) were computed for all metric variables in the study. Adopters and nonadopters were 216

Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2014

Journal of Healthcare Management - May/June 2014
Contents
Interview With Christopher D. Van Gorder, FACHE, President and CEO of Scripps Health
Successful Strategic Planning for a Reformed Delivery System
You, Inc.
Assessing the Feasibility of a Virtual Tumor Board Program: A Case Study
Physician Clinical Alignment and Integration: A Community–Academic Hospital Approach
Employer-Based Coverage and Medical Travel Options: Lessons for Healthcare Managers
Composite Model for Profiling Physicians Across Domains of Care

Journal of Healthcare Management - May/June 2014