Using a balanced scorecard to improve the performance of an emergency department

Shu Hsin Huang, Ping Ling Chen, Ming Chin Yang, Wen Yin Chang, Haw Jenn Lee

Research output: Contribution to journalArticlepeer-review

30 Citations (Scopus)

Abstract

Recognizing the pivotal role that emergency departments play in delivering care, forming first impressions, and driving operational flow, one organization utilized the balanced scorecard as a tool to focus on performance improvement. The balanced scorecard provides a framework for measuring internal business processes, customer perspectives, financial performance, and learning and growth. A multidisciplinary team selected the following measures on which to focus for the study period: laboratory test completion exceeding 30 minutes; laboratory specimen return rate; patient satisfaction; patient complaint rate; profit; staff satisfaction; and continuing education hours. All measures improved during the study period, albeit in varying degrees of statistical significance. In addition to selecting a careful array of measures, the implementation process of the measurement tool was accompanied by an educational process for the staff as well as a commitment to focus upon barriers and enablers to drive performance.

Original languageEnglish
Pages (from-to)140-146
Number of pages7
JournalNursing Economics
Volume22
Issue number3
Publication statusPublished - May 2004

ASJC Scopus subject areas

  • Leadership and Management
  • Health Policy

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