Showing 4 results for Outsourcing
Z Kavousi , F Setoudehzade, E Kharazmi, R Khabiri , R Ravangard , H Rahimi ,
Volume 11, Issue 1 (3-2012)
Abstract
Background: The inefficiency of financing health care in developing countries made led in manyhealth policy-makers to consider alternate means of service provisions. Outsourcing public financed health services in private sector organization is one of the interventions. Advocates claim that the
contracting out of health care services will improve the service delivery performances throughstimulating competition among providers and also by creating economic incentives to improve performance through linking payment to provider performance. Materials and methods: The purpose of this cross sectional study was to provide decision matrix to guide decision-makers whether outsource hospital services or not. Tow kind of questionnaire were developed and used.
Results: Findings showed that the most propensities of outsource is in nutrition services (87%), and the least is in nursing services (43.4%) based on administrators’ attitude. Shaping of decision matrixshowed propensity to outsourcing of nursing, radiology, laboratory services are high while nutrition services is been low.some differences between results of decision matrix and administrators’ propensity to outsourcing in radiology and laboratory services. Lack of attention in
characteristics of the hospital services might be one of the reasons. Cost saving is the main reason for outsourcing the services while administrators should consider as an effect and side effect ofoutsourcings
Seyed Omid Khalilifar , Bayram Nejati Zarnaghi, Mohammad Bakhtiari Aliabad, Ameneh Valadkhani,
Volume 13, Issue 4 (3-2015)
Abstract
Background: Today, one of the effective ways of providing services is contracting with outside of organization and outsourcing.
Objective: The current study aimed to investigate effect of outsourcing on performance of nutrition unit in studied hospitals.
Methods: The current descriptive – analytical study performed in 2013, in two non-military hospitals and two military hospitals. 602 patients and 930 personnel were selected by simple randomized sampling. Data gathering performed by Patient and personnel satisfaction questionnaire, check list of kitchen's hygiene condition and check list of assessing the time spent by hospital manager for nutrition unit. Data on personnel cost were collected through accounting department. Data analysis performed by spss19 software.
Findings: Patient and personnel satisfaction with food services of non-military specialized hospital (4.03±0.45) were more than military specialized hospital (p= 0/03 for patients & p= 0/021 for personnel) and in non-military general hospital were more military general hospital (p= 0/039 for patients & p= 0/028 for personnel). Hygiene condition of non-military hospitals kitchen was better than military hospitals, the time spent by hospital manager for nutrition affairs in military specialized hospital was 1.5 times more than non-military specialized hospital and in military general hospital it was 6.5 times more than non-military general hospital. Personnel cost in nutrition unit of military hospitals were 1.5 times more than non-military hospitals.
Conclusion: Regarding the positive impact of outsourcing on performance of nutrition unit in hospitals, it is recommended that this strategy be applied in nutrition unit of military hospitals.
Rouhangiz Asadi, Dr Masoud Etemadian, Dr Pejman Shadpour, Fatemeh Semnani,
Volume 16, Issue 4 (2-2018)
Abstract
Background: In recent years, Hashemi Nejad Hospital was outsourced or insourced some of their services to private sector or will have decision to do it. Selection and assessment of suppliers in outsourcing of hospital services is a critical issue. In this study, selecting and evaluating suppliers for outsourcing services in hospitals was evaluated.
Materials and Methods: In order to achieve the goal, evaluating and selecting outsourcing service providers with studies and using opinion of the experts and medical experts, consisting of hospital manager, quality manager, HR managers, officials outsourced parts and other experts in this respect which includes 14 criteria. Identified criteria were clustered in three areas of service features, characteristics and criteria for communications suppliers in the supply chain; supplier selection problem is the problem multi-criteria decision. So, criteria were ranked and weighted using the Expert choice 11 software and AHP.
Results: Based on the study results, sub-criteria of the quality of service, management systems, customer care, and information security had greatest impact on the selection of suppliers and sub-criteria, geographic location, flexibility and problem solving had the lowest priority.
Conclusion: C supplier had the highest priority according to the communication criteria and A supplier had the highest priority according to two other criteria. In total, the supplier A had the first priority, supplier B had the second priority and supplier C had the third priority.
Dr Mohammadjavad Taghipourian , Behrooz Alizade ,
Volume 17, Issue 1 (5-2018)
Abstract
Background: Today, in order to reduce costs along with the realization of superior qualities, assignment of all or part of the responsibility for performing a specific organizational task outside the organization is a great importance. Therefore, this study aimed to assess the role of corporate culture on the quality of working relationships in outsourcing activities at Tehran University of Medical Sciences.
Materials and Methods: This research was a correlational study. The study population consisted of all the staff of the outsourced units of Tehran University of Medical Sciences. Staff who were in contact with outsourced units included 600 individuals. To collect data, a questionnaire based on Zoghbi et al study (2014) was utilized. Two hundred fourteen analyzable questionnaires were collected using multistage cluster sampling method.
Results: Structural simulation results with LISREL software revealed that corporate culture had a positive impact on the quality of working relationships during outsourcing of activities. Hierarchical culture was associated with adverse impacts on disruptions in customer service and orientation. Ethnic culture had a positive effect on both components. The market culture had a positive impact on obstruction and had a negative effect on customer oriented. Temporary culture had no significant impact on both of components.
Conclusion: given that the quality of working relationships between staffs of outsourced units and organizational staffs is of utmost significance for organizational productivity; the interest of managers affiliated to Tehran University of Medical Sciences regarding corporate culture, and also, strengthening hierarchical and ethnical culture is noteworthy to improve customer orientation and reducing disruptions in customer services.
