Journal of Healthcare Management - September/October 2016 - 322
J o u r n al
of
H ealt H care M anageMent 61:5 S epte Mber /o ctober 2016
assumptions. Incorrectly or inadequately identifying who the customer
is and what his or her expectations are
can lead to inefficient resource allocation, thereby satisfying assumed expectations at the cost of not meeting actual
ones.
Do Hospitals Have Other Customers?
Historically, hospitals have developed
physician incentives, such as offering
hospital-based positions, managerial
roles, or ownership interests, to influence
physicians' decisions on where to admit
their patients (Burns & Muller, 2008).
Research has identified physicians'
preferences for particular hospital
attributes when selecting a facility for
their patients, such as the distance to the
hospital from the physician's office or
the percentage of the physician's admissions at the hospital (Burns & Wholey,
1992). Evidence suggests that the
hospital-physician collaboration is
nevertheless often suboptimal, characterized by strong disagreements on costs or
quality issues (Burns & Muller, 2008).
One reason for a lack of alignment
between hospitals and physicians may be
that hospitals do not understand the
physicians' true expectations. The hospital is also often chosen for the patient by
the insurance company. Therefore, it
seems rational to view all parties-
physicians, insurers, and other stakeholders as well as patients-through the lens
of their role as customers who provide
business for the hospital.
Physicians as Customers
Industry experts consistently stress that
hospitals should treat their physicians as
a primary customer to ensure the
sustainability of the hospital (Barlow,
2000; Edmiston & Wofford, 2010).
Hospital attributes typically identified as
important to satisfying physicians
include outcome-oriented standards;
protocols for communication between
physician and hospital staff, particularly
in terms of manners and courtesy;
scheduling that accommodates the
physician's needs; appointment of a
primary team with whom the physician
works on a regular basis; and a facility
that is ready for the physician's arrival to
maximize efficiency (Barlow, 2000;
Kerfoot, 1988). Worth noting, however,
is Flynn, Smith, and Davis's (2002)
suggestion that, if the healthcare consumer's access to information and
power over the choice of provider and
provider facility (i.e., hospital) increase,
over time, the physician's power in
facility selection will decline.
Family Members as Customers
A limited body of literature explores the
family member's role as a customer.
Most of this work examines family
member satisfaction in pediatric hospital experiences (Bragadottir & Reed,
2002; Kuo et al., 2012) or end-of-life or
hospice care (Rappaport, Ketterer,
Nilforoshan, & Sharif, 2012; Renzenbrink, 2011;). However, patients of all
ages and stages of life are hospitalized,
and many have family members who
are intimately involved with the experience. Family members can influence the
patient's recollection of his or her
hospital experience, possibly altering the
patient's perception of satisfaction with
the experience and coloring the patient's
responses on satisfaction surveys such as
the Hospital Consumer Assessment of
322
Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2016
Journal of Healthcare Management - September/October 2016
Contents
Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
How to Find the Ideal Chief Medical Officer
Four Strategies for Succeeding With Bundled Payments
Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - Contents
Journal of Healthcare Management - September/October 2016 - Cover2
Journal of Healthcare Management - September/October 2016 - i
Journal of Healthcare Management - September/October 2016 - ii
Journal of Healthcare Management - September/October 2016 - 305
Journal of Healthcare Management - September/October 2016 - 306
Journal of Healthcare Management - September/October 2016 - Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
Journal of Healthcare Management - September/October 2016 - 308
Journal of Healthcare Management - September/October 2016 - 309
Journal of Healthcare Management - September/October 2016 - 310
Journal of Healthcare Management - September/October 2016 - How to Find the Ideal Chief Medical Officer
Journal of Healthcare Management - September/October 2016 - 312
Journal of Healthcare Management - September/October 2016 - 313
Journal of Healthcare Management - September/October 2016 - Four Strategies for Succeeding With Bundled Payments
Journal of Healthcare Management - September/October 2016 - 315
Journal of Healthcare Management - September/October 2016 - 316
Journal of Healthcare Management - September/October 2016 - 317
Journal of Healthcare Management - September/October 2016 - 318
Journal of Healthcare Management - September/October 2016 - Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Journal of Healthcare Management - September/October 2016 - 320
Journal of Healthcare Management - September/October 2016 - 321
Journal of Healthcare Management - September/October 2016 - 322
Journal of Healthcare Management - September/October 2016 - 323
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Journal of Healthcare Management - September/October 2016 - 334
Journal of Healthcare Management - September/October 2016 - Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
Journal of Healthcare Management - September/October 2016 - 336
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Journal of Healthcare Management - September/October 2016 - 351
Journal of Healthcare Management - September/October 2016 - Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
Journal of Healthcare Management - September/October 2016 - 353
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Journal of Healthcare Management - September/October 2016 - 360
Journal of Healthcare Management - September/October 2016 - 361
Journal of Healthcare Management - September/October 2016 - 362
Journal of Healthcare Management - September/October 2016 - 363
Journal of Healthcare Management - September/October 2016 - Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - 365
Journal of Healthcare Management - September/October 2016 - 366
Journal of Healthcare Management - September/October 2016 - 367
Journal of Healthcare Management - September/October 2016 - 368
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