[Measuring the impact of performance indicators on improving the quality of health services: An applied study on the Taif Directorate of Health Affairs]

Abstract

BACKGROUND: The current study aims to examine the impact of performance indicators on the quality of health services provided by the Taif Directorate of Health Affairs, and to understand whether these indicators are sufficient to aid the improvement of the quality of such services. The researcher used the descriptive and analytical method, considered one of the most important and most-used approaches in research, and the most appropriate for this study.

METHODS: This is a questionnaire-based study targeting employees of the Taif Directorate of Health Affairs.

RESULTS: 1. There was a medium degree of agreement among study participants regarding the performance indicators, as well as with regard to employee job satisfaction in the Directorate, achievement of the Directorate’s strategic goals and plans, the stability of the level of services, and the satisfaction of the auditors in the Directorate. 2. There was a medium degree of agreement among study participants regarding the importance of performance indicators in the Directorate, development and utilisation of all the Directorate's human resource potential, and the presence of/the existence of a working environment that fosters total participation and optimal management of human resources within the Directorate.3. The impact of performance indicators on the quality of health services provided by the Directorate is clear. 4. The level of job performance among employees of the Directorate was average. 5. There is a positive correlation, with statistical significance, between the commitment of the Directorate’s top management to measure performance indicators and the improvement in the quality of health services.

CONCLUSION: There is a need for enhanced use of information technology to improve transparency and clarity in the various tasks and duties of the Directorate's staff, with a view to raising the quality of their performance. The Directorate should capitalise on the availability of information in the various training programmes to enhance individual capacities for cooperative work and task-sharing.