New Public Management in healthcare organizations
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2020-08-24
Language
en
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Abstract
This interview-based case study explores how performance measurement shapes the daily
practices within tanteLouise, a healthcare organization which provides healthcare to more than 1,100
clients with almost 1,800 employees and 850 volunteers in different municipalities in West-Brabant, the
Netherlands. Healthcare organizations have to meet quality requirements from governments,
municipalities, health insurers and care administration offices, meet the demanding needs of clients,
provide effective, efficient and affordable healthcare and be transparent towards external parties and the
public all simultaneously. As a result, New Public Management introduced itself to move public sector
organizations towards more efficiency and effectiveness in their daily practices and to raise their
accountability and transparency about their everyday activities. Data is collected through semistructured
interviews and reviewing relevant documentation. This case study gains a deep understanding
of the (un)intended consequences of performance measurement practices in healthcare. Additionally, it
provides useful (new) insights into how healthcare organizations can manage their performance in order
to fulfill their obligations. It is concluded that measuring performance in healthcare is indispensable in
guaranteeing the organization’s continuity. These measurement practices bring up several intended and
unintended consequences, differing across the strategic, tactical and operational management levels.
Keywords: New Public Management, performance measurement practices, unintended consequences,
healthcare organizations, the Netherlands.
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Faculteit der Managementwetenschappen