The relationship between self-efficacy and sustainable Lean management systems within the healthcare arena.
Administration support
Lean for healthcare
Lean management
Lean management systems
Lean readiness factors
Self-efficacy
Journal
Journal of health organization and management
ISSN: 1758-7247
Titre abrégé: J Health Organ Manag
Pays: England
ID NLM: 101179473
Informations de publication
Date de publication:
19 Sep 2024
19 Sep 2024
Historique:
medline:
18
9
2024
pubmed:
18
9
2024
entrez:
18
9
2024
Statut:
epublish
Résumé
The purpose of this paper is to improve the understanding of the social contexts of sustainable Lean culture in healthcare by examining self-efficacy (SE) as a fundamental construct related to the value of perceived readiness, prior education of Lean and the importance of leadership's system-level support. A descriptive correlational study was conducted to identify the relationships between SE and Lean readiness factors, SE and prior Lean training, SE and clinical vs administrative roles and SE and perceived system-level support in a large health system. There was a statistically significant difference in self-reported readiness to use Lean tools between individuals who had received Lean training during their academic education and those who had not; however, their level of education did not impact SE. Lastly, and perhaps most important, the learner who embodies SE also has system-level support. Future directions of this research, in addition to assessing team readiness as other studies suggest, would be to evaluate individual team member readiness by gauging SE and addressing deficits prior to the deployment of process improvement (PI) projects to promote success and sustainability. This contributes to the ongoing scholarship of Lean management systems, providing clinical and non-clinical leaders with a contextual understanding of their supportive role in the SE of teams. This study demonstrates the value of understanding SE of individual team members and how it can contribute to overall improved team outcomes, directly impacting the sustainability of Lean change culture and its promotion of improved patient safety, cost efficiencies and access to care.
Identifiants
pubmed: 39290065
doi: 10.1108/JHOM-02-2024-0040
doi:
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Informations de copyright
© Emerald Publishing Limited.
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