Measuring System Performance or Just Counting: A conceptual analysis

• 出版年: Asia Pacific Journal of Health Management
• 第一著者: Dinesh Arya
• フォーマット: 論文
• 言語: 英語
• 出版事項: ACHSM 2025-05-01
• 主題: Performance, improvement, reporting
• オンライン･アクセス: https://journal.achsm.org.au/index.php/achsm/article/view/3483
• ISSN: 1833-3818; 2204-3136

Purpose – The paper explores the concept of performance measurement and identifies that when measurement information does not inform about the performance of the system, it is not used and the effort becomes wasteful. Strategies to make performance measurement and reporting more meaningful are identified. Design/methodology/approach – The paper explores concepts and relevant and selected literature to understand the measurement of performance and how to make it meaningful. Some strategies to make measurement and reporting of performance meaningful are suggested. Findings – The process of collection and use of performance measures is resource-intensive. If this information is then not used appropriately and fully, it can become a considerable waste.  Healthcare system performance measurement is complex. These complexities include the fact that outputs or deliverables may not be able to inform the strategic objectives. The package of care has to be customised to the needs of the consumer, and therefore, measures of effectiveness are difficult to pre-determine. Morevore, measures are often interrelated, and one measure by itself may not inform about the performance of the system.  Research limitations/implications – Complex systems have many variables that are interdependent. Even though this conceptual paper explores the measurement of system performance, it has to be acknowledged that specific interdependencies between performance variables for each complex system have to be understood to determine the relevance of measures of performance for each specific system. Practical implications – The paper describes ways in which performance measurement information can be reported to make it more meaningful and value-adding for the organisation. Visualisation of measures of performance should be customised for specific stakeholders to retain their interest. However, it must also be acknowledged that visualisation without an opportunity for analysis makes visualisation non-value-adding.