A Framework for Evaluating Organizational Change in Health Care Agencies and Facilities

Authors

  • Rhonda Cockerill Department of Health Administration Hospital Management Research Unit University of Toronto
  • Louise Lemieux Charles Department of Health Administration Hospital Management Unit University of Toronto

DOI:

https://doi.org/10.3138/cjpe.013.007

Abstract

This article outlines a framework that health-care agencies can use to evaluate the different impacts of restructuring activities. The framework recommends that changes in the following dimensions be monitored: (1) patients’ and families’ perspectives on their health-care encounter; (2) staff and physicians’ perspectives as organization members, including their views on the quality of their working life; (3) roles and relationships of team members and work redesign; (4) efficiency, including measures of financial viability; (5) adverse occurrences; (6) community and board perspectives on relationships with the community; and (7) for teaching facilities, the health-care agency’s commitment to teaching and research activities.

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Published

1998-03-01

How to Cite

Cockerill, R., & Lemieux Charles, L. (1998). A Framework for Evaluating Organizational Change in Health Care Agencies and Facilities. Canadian Journal of Program Evaluation, 13(1), 139–152. https://doi.org/10.3138/cjpe.013.007

Issue

Vol. 13 No. 1 (1998): Spring

Section

Articles

License

Copyright (c) 1998 Rhonda Cockerill, Louise Lemieux Charles

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