|Published online: February 27, 2017||$US5.00|
Increasing medical costs have made healthcare organizations strive for a culture of continuous improvement, which has been successful in other business sectors such as manufacturing. The success of these process improvement methodologies is contingent on employees of the organization being ready to adopt and embrace them, which necessitates behavior change of employees. This study focused on three of the constructs from the Transtheoretical Model (TTM)—stage of change, self-efficacy and decisional balance. The study was conducted at a mid-sized hospital, where all employees were surveyed five times over a period of two and one-half years using TTM measures. Descriptive analysis, reliability testing, and exploratory factor analysis was done to determine the reliability and validity of the scales. The study resulted in initial development and validation of scales, which were used to measure change in the hospital where the survey was conducted. The results can help the organization develop stage-matched interventions and strategies for change management, and help prioritize resources.
|Keywords:||Continuous Improvement, Culture, Transtheoretical Model|
Change Management: An International Journal, Volume 16, Issue 4, December 2016, pp.19-34. Article: Print (Spiral Bound). Published online: February 27, 2017 (Article: Electronic (PDF File; 895.695KB)).
Management Engineer, Business Operations Excellence, Virtua Health, Marlton, New Jersey, USA
Associate Professor, Department of Mechanical, Industrial and Systems Engineering, University of Rhode Island, Kingston, Rhode Island, USA