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Journal articles on the topic 'Of Health Management and Policy'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Blatner, Keith A., Charles E. Keegan, Jay O'Laughlin, and David L. Adams. "Forest Health Management Policy." Journal of Sustainable Forestry 2, no. 3-4 (October 18, 1994): 317–37. http://dx.doi.org/10.1300/j091v02n03_07.

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2

Mark, Debra D., and Lieutenant Colonel. "Health Policy and Case Management." Care Management Journals 2, no. 3 (January 2000): 160–68. http://dx.doi.org/10.1891/1521-0987.2.3.160.

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The purpose of this article is to analyze the performance of and support for case management using a policy framework in order to increase case managers’ awareness of policy making and facilitate successful planning for future policy initiatives. Feldstein’s (1996) theory of opposing legislative outcomes indicates that legislation can be viewed on a continuum, ranging from legislation that meets the needs of the public to legislation considered to be in the self-interest of the participants and legislators. The current health care system requires that case managers working for publicly funded health care organizations balance the need for stewardship of U.S. tax dollars and the health care needs of consumers. It is apparent from the literature that case managers are successfully achieving this balance. However, certain conditions should exist that allow for case manager decision-making that promotes effective and efficient utilization of health care resources. Case managers must work within the context of the health care policy environment. Realizing that it is more likely that the conflicts between stewardship and the provision of health care services will continue, case managers’ knowledge and influence regarding policy making becomes imperative in order to ensure that these conflicting goals do not become mutually exclusive.

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3

Morris, RS. "Risk Management in Animal Health Policy." Australian Veterinary Journal 68, no. 9 (September 1991): 285. http://dx.doi.org/10.1111/j.1751-0813.1991.tb03253.x.

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4

Friss, Lois. "C. Health Services Management And Policy Bibliography." Review of Policy Research 5, no. 2 (November 1985): 459–74. http://dx.doi.org/10.1111/j.1541-1338.1985.tb00370.x.

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5

Jain, Professor S. "Case studies in health policy and management." Health Policy 19, no. 2-3 (December 1991): 263–64. http://dx.doi.org/10.1016/0168-8510(91)90015-p.

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6

Ranken, John. "Strengthening local Health management." Health Policy and Planning 5, no. 3 (1990): 292–96. http://dx.doi.org/10.1093/heapol/5.3.292.

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7

&NA;. "HEALTH CARE MANAGEMENT PROGRAM." Journal of Ambulatory Care Management 10, no. 2 (May 1987): 86. http://dx.doi.org/10.1097/00004479-198705000-00016.

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8

Suresh, Lata, and Sunita Nigam. "Journal of Health Management." Journal of Health Management 7, no. 1 (April 2005): 157–62. http://dx.doi.org/10.1177/097206340400700108.

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9

Bovbjerg, Randall R., Jack A. Meyer, Peter Boland, and Joseph A. Califano. "Health Policy." Journal of Policy Analysis and Management 6, no. 2 (1987): 265. http://dx.doi.org/10.2307/3324525.

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10

Hunter, David J. "Health Policy and Management: in praise of political science Comment on "On Health Policy and Management (HPAM): mind the theory-policy-practice gap"." International Journal of Health Policy and Management 4, no. 6 (March 12, 2015): 391–94. http://dx.doi.org/10.15171/ijhpm.2015.62.

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11

Singh, Rajbala, and Shikha Dixit. "Health-Related Quality of Life and Health Management." Journal of Health Management 12, no. 2 (June 2010): 153–72. http://dx.doi.org/10.1177/097206341001200204.

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12

Sarikonda-Woitas, Candace, and Janet Hoey Robinson. "Ethical Health Care Policy." Nursing Administration Quarterly 26, no. 4 (2002): 72–80. http://dx.doi.org/10.1097/00006216-200207000-00012.

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13

Young, Wendy B. "Federal Health Policy Directions." Journal of Nursing Administration 27, no. 6 (June 1997): 14–15. http://dx.doi.org/10.1097/00005110-199706000-00007.

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14

Merrick, Elizabeth Levy, Constance M. Horgan, Deborah W. Garnick, Dominic Hodgkin, and Melissa Morley. "Health Plansʼ Disease Management Programs." Journal of Ambulatory Care Management 31, no. 4 (October 2008): 342–53. http://dx.doi.org/10.1097/01.jac.0000336553.69707.e5.

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15

Vleugels, A. "Quality management in health care." Health Policy 37, no. 3 (September 1996): 205–6. http://dx.doi.org/10.1016/s0168-8510(96)90027-5.

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16

Alan Beber, G. E. "Epidemiology in Health Services Management." Journal of Ambulatory Care Management 8, no. 1 (February 1985): 83. http://dx.doi.org/10.1097/00004479-198502000-00014.

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17

&NA;. "Microcomputers in Health Care Management." Journal of Ambulatory Care Management 8, no. 3 (August 1985): 80. http://dx.doi.org/10.1097/00004479-198508000-00012.

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18

&NA;. "HEALTH ECONOMICS AND MANAGEMENT CONFERENCE." Journal of Ambulatory Care Management 11, no. 1 (February 1988): 85. http://dx.doi.org/10.1097/00004479-198802000-00014.

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19

Owen, John Wyn. "Trends in health services management." Health Policy 15, no. 1 (June 1990): 25–35. http://dx.doi.org/10.1016/0168-8510(90)90415-a.

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20

Unger, J.-P., P. De Paepe, P. Ghilbert, and A. Green. "Relevant research for health-systems management and policy." Lancet 363, no. 9408 (February 2004): 573. http://dx.doi.org/10.1016/s0140-6736(04)15560-8.

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21

Schreier, Ann M. "Influencing Health Policy with Pain Management Nursing Research." Pain Management Nursing 18, no. 2 (April 2017): 66. http://dx.doi.org/10.1016/j.pmn.2017.02.169.

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22

Messutta, Donna. "Advocacy for Health Care Policy in Case Management." Professional Case Management 23, no. 5 (2018): 282–87. http://dx.doi.org/10.1097/ncm.0000000000000315.

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23

Muller, Lynn S. "Health Care Policy." Professional Case Management 19, no. 3 (2014): 145–47. http://dx.doi.org/10.1097/ncm.0000000000000031.

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24

Christman, Luther P. "Governing Health, The Politics of Health Policy." Nursing Administration Quarterly 27, no. 1 (January 2003): 87. http://dx.doi.org/10.1097/00006216-200301000-00013.

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25

O'Donnell, Carol. "Community management structures to promote health." Australian Health Review 26, no. 1 (2003): 165. http://dx.doi.org/10.1071/ah030165.

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This article describes key requirements of effective health service management that emerge from a review of Australian developments in the respective roles of government and the market. From a public interest perspective, community and industry ownership and management of funds appear superior to market-driven health management approaches. The clear separation of public interest-based policy and administrative functions is vital for effective fund management. Greater transparency, more community input to broadly planned service delivery, casemix funding systems and better outcome data are required to tap the potential benefits of this policy-led model. A pooled funding approach to service provision may assist regional communities achieve their health aims, and the service breadth and flexibility which appear to be necessary to support health and related regional goals.

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26

Chinitz, David P., and Victor G. Rodwin. "On Health Policy and Management (HPAM): mind the theory-policy-practice gap." International Journal of Health Policy and Management 3, no. 7 (November 11, 2014): 361–63. http://dx.doi.org/10.15171/ijhpm.2014.122.

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27

Rouse, John. "Health Care Policy." Policy Studies Journal 25, no. 4 (December 1997): 655–59. http://dx.doi.org/10.1111/j.1541-0072.1997.tb00048.x.

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28

Shaporenko, Olha. "Public regional health policy." Public administration and local government 45, no. 2 (July 23, 2020): 220–28. http://dx.doi.org/10.33287/102039.

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The purpose of the article is to determine the main strategic directions of public policy development of the regional health care system. The definition of «health policy» is proposed. The main types of policy in the field of health care are identified: by objects of regulation – socio-economic, medical, technological; by levels – municipal, regional, state, international, world. It is proposed to define the concept of «public regional health policy», its objects and subjects. The functions of public policy in the development of health care in the region are considered. Methods of realization of the purposes of public regional policy in the field of public health services are defined: organizational-legal, economic and social. The need for careful study and analysis of regional, domestic and international experience in health care development is noted. The importance of public-private partnership in the health care system by optimizing costs and creating conditions for technological breakthrough and stable growth in the industry is noted. The actions of the regions to implement the main directions of the health care modernization program are analyzed. The main shortcomings and positive changes inherent in the current management practice of developing and implementing public policy in the field of health care at the regional level are identified. The process of development and implementation of public regional policy, which is carried out in 4 stages: policy initiation; policy implementation and monitoring involves the choice of methods and management technologies for the implementation of strategies; policy implementation; policy evaluation – assessment of the obtained effects, detection of deviations from the standard and regulation (adjustment) of the policy. In order to achieve these goals, the main strategic directions of public policy for the development of the regional health care system have been developed: 1) optimization of financial activities of the regional health care system; 2) optimization of the use of labor resources. It is noted that the proposed measures are long-term strategic in nature.

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29

Morgan O., Morgan, Winifred Emu, Christian Amadi, Emmanuel E. Okon, and Paul Njama. "The mediating effect of job satisfaction on health and safety policy management and employee productivity in manufacturing firms." Problems and Perspectives in Management 19, no. 2 (May 17, 2021): 104–17. http://dx.doi.org/10.21511/ppm.19(2).2021.09.

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The study investigated the mediating effect of job satisfaction on health and safety policy management and employee productivity in manufacturing firms in Nigeria. For the study, a quantitative analytical method was adopted, including a descriptive survey. To obtain data for the study, a questionnaire instrument was constructed and distributed among 950 sampled respondents in selected manufacturing firms in Nigeria. The descriptive statistics was deployed in the data analysis, while the multiple regression analysis was used to test the study hypotheses at the 0.05 level of significance. The mediating effect of job satisfaction on health and safety policy management and employee productivity relationship was confirmed using the Sobel test with the aid of MedGraph. The results showed that hazard prevention and control policy have a significant positive effect on employee productivity. Risk assessment policy have a significant positive effect on employee productivity. Also, job satisfaction has a significant positive mediating effect on the health and safety policy management and employee productivity relationship. Therefore, manufacturing firms should take appropriate measures to prevent and control hazards and provide effective risk assessments to improve health and safety policy management. AcknowledgmentsThe authors express gratitude to anonymous reviewers, the journal editor and all the authors whose work were used in this study. The authors are grateful to the management of manufacturing firms included in the study for having given approval for the administration of the questionnaire instrument, and the survey respondents for providing their views on the issues raised in the questionnaire instrument on health and safety policy management (hazard prevention and control policy and risk assessment policy), employee productivity and job satisfaction.

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30

Lombardi, Donald N. "Progressive Health Care Management Strategies." American Journal of Health-System Pharmacy 50, no. 6 (June 1, 1993): 1297. http://dx.doi.org/10.1093/ajhp/50.6.1297.

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31

Southon, Gray. "Health service structures,management and professional practice: Beyond clinical management." Australian Health Review 19, no. 1 (1996): 2. http://dx.doi.org/10.1071/ah960002.

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At the heart of the operation of the health system is the relationship betweenmanagers and the various professionals who provide clinical services. While thereis an inherent conflict between these two groups, this conflict has been avoided inthe past by the managers playing a supporting rather than a controlling role.However, the current demands of cost-control are placing managers and professionalsinto direct conflict; a situation that many organisations are addressing by puttingclinicians into management roles. This measure has had initial success in somesituations, but it is argued that this success will be limited because clinicaldepartments are not able to address many of the broader issues that affect theperformance of health services. This paper proposes an alternative approach that willenable these broader issues to be effectively addressed, and also reduce the structuralconflict.

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32

Levine, Mark A., and Helen A. Birnbaum. "Integrated Health Management." Disease Management and Health Outcomes 3, no. 1 (1998): 11–22. http://dx.doi.org/10.2165/00115677-199803010-00002.

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33

Veeder, Nancy W. "Care Management as Management." Care Management Journals 3, no. 2 (January 2002): 68–76. http://dx.doi.org/10.1891/1521-0987.3.2.68.

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34

Hore, Jillian R. "Quality Management Initiatives in Health Care:." International Journal of Health Care Quality Assurance 7, no. 7 (December 1994): 18–21. http://dx.doi.org/10.1108/09526869410074711.

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35

Ennis, Kay, and Denis Harrington. "Quality management in Irish health care." International Journal of Health Care Quality Assurance 12, no. 6 (November 1999): 232–44. http://dx.doi.org/10.1108/09526869910287305.

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36

Chilingerian, Jon Arsen. "Strategic Management of Health Care Organizations." Journal of Health Politics, Policy and Law 14, no. 2 (1989): 419–25. http://dx.doi.org/10.1215/03616878-14-2-419.

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37

Mueller, Keith J. "Rural Health Services: A Management Perspective." Journal of Health Politics, Policy and Law 20, no. 4 (1995): 1081–84. http://dx.doi.org/10.1215/03616878-20-4-1081.

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38

Tsui, Edison W., Grace Wang, Abbie Zahler, Olapeju M. Simoyan, Mark V. White, and Michael Mckee. "A Multilingual Population Health Management Program." Journal of Ambulatory Care Management 36, no. 2 (2013): 140–46. http://dx.doi.org/10.1097/jac.0b013e31828596fa.

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39

Coleman, Roger L., and David E. K. Hunter. "Contemporary Quality Management in Mental Health." American Journal of Medical Quality 10, no. 3 (September 1995): 120–26. http://dx.doi.org/10.1177/0885713x9501000302.

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40

Firth-Cozens, J. "Total Quality Management in Health Care." Quality and Safety in Health Care 1, no. 3 (September 1, 1992): 207–8. http://dx.doi.org/10.1136/qshc.1.3.207-b.

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41

Popik, William C. "Can Disease Management Transform Health Care?" Disease Management 10, no. 4 (August 2007): 179–84. http://dx.doi.org/10.1089/dis.2007.103711.

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42

Martins, Jo M., Godfrey Isouard, and Brenda Freshman. "Human dimension of health service management." Australian Health Review 43, no. 1 (2019): 103. http://dx.doi.org/10.1071/ah17063.

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This article identifies three relevant and valid constructs that are associated with personal and organisational performance that can be used in the training of current and future health service managers: personal engagement at work, emotional intelligence and conflict resolution. A review was undertaken of the literature in human resources management to identify key concepts that bind and strengthen the management of organisations. A curriculum content analysis was then performed of postgraduate health management courses in Australia to assess the extent of inclusion in these areas. Three concepts and practices of relevance to the human dimension of health management, namely personal engagement at work, emotional intelligence and conflict resolution, were found to: (1) have concept validity; (2) be associated with personal and organisational performance; and (3) be capable of being imparted by training. The analysis indicated that none of the competencies and/or skills identified has been given emphasis in postgraduate health management courses in Australia. Competence in the management of human relationships in health services has been given low priority in university postgraduate training in health management in Australia. The current situation poses challenges to all stakeholders of health services.

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43

Borowitz, M. "Strategic issues in health care management." Health Policy 28, no. 3 (June 1994): 258–59. http://dx.doi.org/10.1016/0168-8510(94)90066-3.

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44

Edwards, Joellen B. "Faculty Practice and Health Policy." Nursing Administration Quarterly 26, no. 4 (2002): 62–71. http://dx.doi.org/10.1097/00006216-200207000-00011.

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45

Garnick, Deborah W., Constance M. Horgan, Sharon Reif, Elizabeth L. Merrick, and Dominic Hodgkin. "Management of Behavioral Health Provider Networks in Private Health Plans." Journal of Ambulatory Care Management 31, no. 4 (October 2008): 330–41. http://dx.doi.org/10.1097/01.jac.0000336552.62084.3b.

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46

Collins, Charles, and Carol Barker. "Health Sector Decentralization and Management: Developing a District General Policy on Management." Tropical Doctor 31, no. 1 (January 2001): 11–15. http://dx.doi.org/10.1177/004947550103100104.

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47

Kenterelidou, Clio. "Framing public health issues: the case of smoking ban in Greece, Public Health Policy Framing equals Healthy Framing of Public Policy?" Journal of Communication in Healthcare 5, no. 2 (July 2012): 116–28. http://dx.doi.org/10.1179/1753807612y.0000000008.

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48

Stewart, Jacqui, and Gustaaf Wolvaardt. "Hospital management and health policy—a South African perspective." Journal of Hospital Management and Health Policy 3 (June 2019): 14. http://dx.doi.org/10.21037/jhmhp.2019.06.01.

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49

Bozic, Kevin J. "Health Policy and Practice Management Issues in Orthopaedic Surgery." Clinical Orthopaedics and Related Research 457 (April 2007): 2. http://dx.doi.org/10.1097/blo.0b013e318033731d.

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50

Sherk, Henry H. "Health Policy and Practice Management Issues in Orthopaedic Surgery." Clinical Orthopaedics and Related Research 457 (April 2007): 10. http://dx.doi.org/10.1097/blo.0b013e3180342846.

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