Health Care in UK has been formed both by long existing traditions and by varying economic and social environments. Recent developments in Health Care system relate to quality and safety in health care.
The main question in modern organizations concerns driven forces of management and their impact on service quality. Today, in the infrastructure of Health Care system, service quality is the major question.
Without qualitative service the Health Care is not capable to achieve the overall objectives and deliver customer satisfaction. The question of quality is very important because healthcare and professional support are the main areas affected lives of millions of people in the UK.
Today’s Healthcare system must meet the challenge of professional and quality service driven by consumers and their needs. Customers play crucial role in service standards and quality determining the main requirements and industry demands.
Health Care quality should first be defined in terms of all aspects of a service delivered to potential customers, all benefits and supporting facilities. The next step is to evaluate all the necessary actions throughout the organization.
Today, changing Health Care orientation implies reorientation of the corporate approach to quality, i.e. service orientation. Move from a traditional ‘control’ type approach which accepts, implicitly, that mistakes and faults will occur: process orientation.
Service quality in Health Care is closely connected with Human Resource Management, technology and clinical settings and. In literature there was a debate concerning the effectiveness of different approaches in Health Care and their impact on service quality improvement.
In general, the concept of resource-based strategic HRM is founded on the belief expressed by Hamel and Prahalad (1990) that competitive advantage is obtained if a firm can obtain and develop human resources which enable it to learn faster and apply its learning more effectively than its rivals. Resource-based strategy indicates, can develop strategic capability.
The strategic goal will be to ‘create firms which are more intelligent and flexible than their competitors’ by hiring and developing more talented staff and by extending their skills base.
In Health Care, medical professionals play a crucial role in service quality and customer satisfaction. For this group of stakeholders quality means patient safety and control of information, effective report system and orders fulfillment.
As the most important, quality means “the lowest complication rate”. Quality management requires that nursing staff and doctors must be ready to cope with difficult situations and patients demands. Effective managers recognize that what they know is very little in comparison to what they still need to learn.
The ability to motivate and inspire employees is closely connected with personality of the managers and employees’ perception (Crompton et al 1999). Health Care environment produces difficult situations where the role of individuality, perception and attitudes becomes increasingly important (Schuler, 1998).
For instance, the role of the nurse within the health care delivery system is an important one, whether assessed in terms of in or out patient care, of hospital or community care settings. The importance of the professional nurse within the health care delivery system is acknowledged and supported throughout much of the UK.
This, as noted by Mason (1999) is evidenced in the nature of the nursing professional education and training curricula, the ethics guidelines governing the practice, and the professional and national law which define nursing professionals as health care service deliverers.
Both society and the medical profession have recognised the integral role which professional nurses play within the health care service model and, within the context of the stated recognition, actively encourage students to select a nursing career (Mason 1999).
Following Sullivan and Decker (2005) the UK Health Care motivation can be described as goal-directed behavior and ability to contribute to a solution. Such programs are based on efforts to motivate workers, and the approaches employed, e.g. providing clear objectives, participation in decision-making and positive feedback on performance, are established principles which nave widespread use in medical applications.
Recent regulations and codes of ethics require high level of confidentiality and information safety as a part of quality management and customer satisfaction. For this group of stakeholders quality means “evidence-based National Service Frameworks for major care areas and disease groups” (The National Dimension, 1997).
In order that healthcare can achieve its goals and objectives the work of individual members is linked into coherent patterns of activities and relationships. For instance, the increasing need for change in shift report is created by internal need to improve performance and reporting practices which have a great impact on quality of working life.
Change in shift report is necessary to ensure an adequate supply of information and high level of confidentiality followed by nursing staff (Hansten, 2003).
The new competitive paradigm that is now emerging is in stark contrast to the conventional model. It suggests that in the challenging global markets of the twenty-first century, the route to sustainable advantage lies increasingly in managing the complex web of relationships that link together partners: medical staff, technologies and innovative methods of treatment. To some extent, modern Health Care quality management is clinically driven.
A special attention is given to quality of products and services provided to patients and their safety. For instance, “The Medicines and Healthcare products Regulatory gency (MHRA) was created by a merger of the MCA and the MDA in 2003, providing regulatory review for both medical devices and drugs” (UK Regulatory and Clinical Affairs, 2006).
High standards and guidelines are aimed to improve national healthcare and ensure professional services and safety measures.
The core standards are seen as “a priority for future work and as potentially pivotal to future QA arrangements” (Quality Assurance News, 2006). Recent years, the UK introduced different regulatory agencies aimed to provide a “balance” between human and environmental safety.
For instance, “Starting in 2005, all biotech, orphan drugs, new drugs for HIV/AIDS, cancer, neurodegenerative disease and diabetes must be submitted to the London based European Medicines Evaluation Agency (EMEA)” (UK Regulatory and Clinical Affairs, 2006).
This relationship marketing (RM) approach extends the marketing concept beyond traditional system and embraces the entire service to achieve greater customer value at every level in the chain.