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Implementing CQI while reducing the work force: how does it influence hospital performance?

Kent V Rondeau¹, Terry H Wagar

¹Department of Public Health Sciences, University of Alberta, Edmonton.

Healthcare Management Forum

|August 24, 2004

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Implementing strong quality improvement initiatives in Canadian hospitals during the 1990s helped mitigate negative impacts from workforce reductions. This suggests quality management can buffer the effects of organizational downsizing.

Area of Science:

Healthcare Management
Organizational Psychology

Background:

Canadian hospitals in the 1990s simultaneously pursued quality improvement (QI) and significant workforce reductions.
The concurrent implementation of QI and downsizing presents a challenge due to their potentially conflicting natures.

Purpose of the Study:

To investigate the impact of simultaneous quality improvement initiatives and workforce downsizing on Canadian hospitals.
To determine if quality improvement programs can mitigate adverse effects of organizational downsizing.

Main Methods:

Analysis of a large sample of Canadian hospitals from the 1990s.
Examining the relationship between the strength of quality improvement initiatives and organizational performance outcomes during periods of workforce contraction.

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Main Results:

Strong quality improvement initiatives were found to mitigate the negative consequences of severe workforce contractions.
Certain valued organizational performance objectives were less affected when robust QI programs were in place.

Conclusions:

Quality improvement initiatives can serve as a protective factor against the detrimental effects of organizational downsizing in hospitals.
Strategic implementation of quality management may be crucial for maintaining performance during periods of significant workforce reduction.