Application of "alternating officing" strategy in improving the delivery of patient service - from theory to practice

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Application of "alternating officing" strategy in improving the delivery of patient service - from theory to practice

 

Author: Law, Chi-keung Tarcisius
Title: Application of "alternating officing" strategy in improving the delivery of patient service - from theory to practice
Year: 2000
Subject: Rehabilitation centers -- Administration
Health facilities -- Administration
Facility management
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Building Services Engineering
Pages: v, 97 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1520772
URI: http://theses.lib.polyu.edu.hk/handle/200/1921
Abstract: As we move into the 21st century, the nature of work and workplace will continue to evolve and change. Alternate officing strategies such as hot-desking, hotelling, tele-working, telecommuting, satellite office, universal planning, non-territorial offices, team environment, home-working, virtual office etc will be employed to increase the competitive edge of business and quality of work life. Facilities and workplace are said to be no longer a "liability" or simply a fixed asset. Rather, they should be utilized as a strategic business tool for profitability and building block for desired organizational culture. Whilst triumphs have been reported from numerous organizations around the world of the successful implementation of alternative officing strategies, human resources specialists have warned the possible negative impact on the workers with the new approach to the design of workplace. After all, humans are territorial creatures that need a place to call "home" in the workplace. This dissertation attempts to analyze the effect of the redesign of a paediatric rehabilitation centre of a general acute hospital in Hong Kong. With a view to improve the patient service and cultivation of an integrated team in hospital, the centre has been strategically re-designed for a "team" environment. Alternative officing strategies including non-territorial, team environment, hot-desking and hoteling were adopted. Workflow was reengineered for ensuring an integrated approach to the assessment and treatment of patients. The professionals worked "under one roof" for cultivation of team spirit and shared the common vision of "department without wall" corporate culture. The ultimate objective was improving the service quality for the handicapped children. To ascertain whether the customers and service providers were satisfied with this integrated approach, two independent satisfaction surveys were conducted for the customers (parents) and service providers (medical and para-medical professionals). Results showed that the customers were more satisfied with the integrated approach than the traditional one. In particular, they were in general more satisfied with the environment and facilities, service procedures, the joint clinic and the one stop service. The only area that the customers were not satisfied was the waiting time for the clinic. As for the providers, they were in general more satisfied with the integrated approach than the conventional one, 20% superior. The greatest satisfaction were with the communication between professionals and patients, and improvement of the perceived professional status. However, their satisfaction level was lowest in the efficiency of the one-stop service. Inter alia other limitations, further research is recommended in the cost effectiveness, satisfaction of professional bodies and unions, and the relationships between these factors.

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