Journal of Healthcare Management - September/October 2016 - 355

M a xI M Iz I ng H ealt Hcare p rofeSSI onal S ' u Se healthcare professionals in adopting new computer technologies. The study authors used a mixed-methods research approach that includes both quantitative and qualitative data in a single study (Burian, Rogerson, & Maffei, 2010). This research study, approved by the researchers' university institutional review board and the host hospital's research council, used data collected via a survey and a focus group. Survey The surveys asked participants about (a) their use of computer technology at work, (b) their preferred training methods when learning new technologies, and (c) their perceptions of using new computer technology in the CCU. The box containing the completed surveys was kept in a locked cabinet in the office of one of the researchers. Those invited to participate in the survey were 85 full-time and part-time professional staff members who worked in the host hospital CCU. Of the 65 staff who completed the survey (for a 76.4% response rate), 48 (73.8%) were nurses, seven (10.7%) were therapists, one (1.5%) was a dietitian, one (1.5%) was a social worker, and eight (12.3%) were from other healthcare professions. The average years of professional experience in their fields was 19.22 years (SD = 12.88). Two participants did not report years of experience. Participants' ages were derived from their reported birth year. Average age of participants reporting a birth year was 46.7 years (SD = 13.30); 12 respondents did not report their birth year. A few weeks before the study, the researchers informally solicited staff of n ew c o Mputer t ecHnolog Ie S members to participate in the study by posting a flyer in the break and locker rooms indicating data collection dates and times. Pen-and-paper surveys were disseminated 10 minutes before the start of monthly staff meetings over a 2-month period. An introductory statement explained the purpose of the study and informed participants that their responses were anonymous-they were not asked for identifying information. Respondents provided their consent by continuing with the survey. To maintain anonymity, participants were instructed to place their completed surveys in the aforementioned locked box. Focus Group The researchers purposefully selected six managers, with varied educational backgrounds and ages who were knowledgeable about and had prior- albeit varied-experience with new computer technologies, to participate in one focus group about those experiences, which lasted approximately one-and-one-half hours. All six agreed to participate. Some of the managers had worked in other settings (as per diem staff) and had experienced EHR implementation. At the start of the focus group session, one researcher explained the purpose of the session and requested that participants address each other by assigned pseudonyms. Another researcher obtained participants' consent to be audiotaped. At the end of the session, the researchers asked participants not to disclose what was discussed during the session to maintain participants' confidentiality. 355

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
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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
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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
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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
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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 - Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
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