This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Mullen, P. D. Articles by Leifer, B. H. Search for Related Content PubMed Articles by Mullen, P. D. Articles by Leifer, B. H. Social Bookmarking                         What's this?

Promoting Employee Acceptance of a Consumer Bill of Rights in a Complex Medical Care Organization: A Case Study

Office of Health Information and Health Promotion, Department of Health and Human Services, Humphrey Building, Room 721B, 200 Independence Avenue, SW, Washington, DC 20201

Benjamin H. Leifer, M.P.H.

Seattle-King County Department of Public Health, 400 Yesler Building, 6th Floor, Seattle, WA 98104

To develop strong health education programs, health educators working in complex medical care organizations must often secure professional cooperation across disciplines, coordination of services, and orientation of policies, procedures, and personnel toward patient preferences and needs. Frequently, they undertake these tasks against the tide, within a problematic organizational structure. The present case study illustrates the difficulties posed by introducing change in medical care organizations in the context of an education program to aquaint employees of a large HMO with a consumer bill of rights mandated by the consumer Board of Trustees. The underlying assumption was that in a bureaucratic institution, an employee-centered and modest system reform strategy would be effective in bringing about client- centered outcomes—in this case, increased recognition of client rights. The case analysis and results of a post-intervention, cross-sectional survey suggest that in units where a threshold level of participation was reached, there were improvements in knowledge about the Bill and employee attitudes. The program was less successful with hospital nurses whose feelings about physicians were not taken into account fully, and with physicians whose relative lack of integration into the policy and managerial domains made them harder to reach.

Health Education & Behavior, Vol. 9, No. 1, 3-22 (1982)
DOI: 10.1177/109019818200900101


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?