Abstract
Medical Engagement has long been advocated as a critical component relating to organizational performance. Relatively little data though existed to support this contention. Using the Medical Engagement Scale (MES) This study demonstrates a persuasive linkage between assessed levels of Medical Engagement in secondary care organizations and independently gathered performance measures. Implications of executive leaders in promoting engagement are explored.
Publication types
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Research Support, Non-U.S. Gov't
MeSH terms
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Delivery of Health Care / organization & administration*
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Delivery of Health Care / standards
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Efficiency, Organizational / standards
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Employee Performance Appraisal / methods
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Employee Performance Appraisal / standards
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Hospital Mortality
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Humans
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Patient Safety
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Personnel Management* / methods
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Personnel Management* / standards
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Quality of Health Care / organization & administration
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Quality of Health Care / standards
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Workforce