Download Patient Satisfaction: Understanding and Managing the by Irwin Press PDF

By Irwin Press

This publication explores the patient's conception of care to spot the drivers and implications of sufferer pride. because the first version of this e-book was once released, nationwide discussions of sufferer pride have heated up. This re-creation may help you reply to becoming issues. enjoy the author's 20+ years of expertise in measuring and coping with sufferer delight. no matter if your objectives comprise bettering the standard of care, bettering employees retention, expanding revenue margins, recruiting physicians, or attracting buyers, sufferer delight is likely one of the strongest instruments for fulfillment.

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Additional info for Patient Satisfaction: Understanding and Managing the Experience of Care, Second Edition (Management Series (Ann Arbor, Mich.).)

Sample text

This is why asking survey questions about whether expectations were met does not work. Assume on a survey you are asked how well nursing met your expectations and how well the food service met your expectations. Assume you expected great nursing and lousy food. Assume you got both. You would give both issues high marks for meeting your expectations! Any expectation—even a negative one—is useful in that by simply thinking you know what to expect, even if it is pain, uncertainty is minimized and stress can be anticipated and controlled.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 medicine,” he is clearly demonstrating the hospital’s concern for the patient’s safety (for a full discussion of the link between patient satisfaction and safety, see Wolosin et al. 2006). A most interesting finding concerned the touchy issue of information given patients upon admission about patient rights, advance directives, and organ donation. One might think that patients would be less satisfied and more worried about their safety if informed about these morbid contingencies prior to care.

05) than in 1997! In other words, profitability is more affected by past patient satisfaction than present. Zimmerman and Skalko (1994, 105) reach the same conclusion: Patient satisfaction is a long-term strategic tool, not just a shortterm fix. This makes good sense. Assuming that the physical problem is dealt with adequately, the patient should have no reason to return anytime soon. Three, four, or five years may elapse before the patient gives the hospital repeat business. In the meantime, he or she is paying continual verbal homage to the institution—which generates additional present-time business.

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