The impact of management on hospital performance electrónico Miqdad Asaria, Alistair McGuire, Andrew Street
By: Asaria, Miqdad
.
Contributor(s): MacGuire, Alistair | Street, Andrew.
Material type: 
ArticleSubject(s): HOSPITALES | GESTION | COLABORACIÓN PÚBLICO - PRIVADA | REINO UNIDO
In:
Fiscal Studies v. 43, Issue 1, March 2022, p. 79-95Summary: There is a prevailing popular belief that expenditure on management by health-care providers is wasteful, diverts resources from patient care, and distracts medical and nursing staff from getting on with their jobs. There is little existing evidence to support either this narrative or counter-claims. We explore the relationship between management and public sector hospital performance using a fixed effects empirical econometric specification on a panel data set consisting of all 129 non-specialist acute National Health Service (NHS) hospitals in England for the financial years 2012/13 to 2018/19. Measures of managerial input and quality of management practice are constructed from NHS Electronic Staff Records and NHS Staff Survey data. Hospital accounts and Hospital Episode Statistics data are used to construct five measures of financial performance and of timely and high-quality care.
| Item type | Current location | Home library | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Recursos electrónicos | IEF | IEF | OP 1472/2022/1-4 (Browse shelf) | Available | OP 1472/2022/1-4 |
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| OP 1472/2022/1-1 Who does and doesn't pay taxes? | OP 1472/2022/1-2 Taxation of capital gains upon accrual | OP 1472/2022/1-3 Jobs and job quality between the eve of the Great Recession and the eve of COVID-19 | OP 1472/2022/1-4 The impact of management on hospital performance | OP 1472/2022/2 Fiscal Studies | OP 1472/2022/2-1 Why a labour market boom does not necessarily bring down inequality | OP 1472/2022/2-2 Reducing the income tax burden for households with children |
Resumen.
Disponible en formato electrónico en el Repositorio de la Biblioteca del IEF.
There is a prevailing popular belief that expenditure on management by health-care providers is wasteful, diverts resources from patient care, and distracts medical and nursing staff from getting on with their jobs. There is little existing evidence to support either this narrative or counter-claims. We explore the relationship between management and public sector hospital performance using a fixed effects empirical econometric specification on a panel data set consisting of all 129 non-specialist acute National Health Service (NHS) hospitals in England for the financial years 2012/13 to 2018/19. Measures of managerial input and quality of management practice are constructed from NHS Electronic Staff Records and NHS Staff Survey data. Hospital accounts and Hospital Episode Statistics data are used to construct five measures of financial performance and of timely and high-quality care.
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