Hospital performance—A taboo to overcome
In Chapter 5, we engage the reader in a dialogue regarding hospital performance—What works, what does not, and what is irrelevant.
We use real examples based on data retrieved from the Canadian Institute of Health Information (CIHI), hospital websites, and anecdotal references.
5.1 Critical resource management
Critical resource management comprises women who have specialized knowledge and skills that could break the gender barrier. Researchers have discovered that female candidates have idealized vision of boards.1 Their intuition, moral values, and common sense counter an innate censorship to conform.
Internal barriers and stereotypical tendencies are limitations imposed by the lack of self-confidence in women. Women adopting male attitudes are less likeable, and less helpful to other women climbing the ranks. If boards can ensure that three or more women are represented, it is predicted that female candidates will follow.
Interestingly, several measures to promote gender diversity relate to flexible work models, parental leave, virtual mobility, policies to penalize for sexual harassment, and mentoring programs. Other incentives include child care support, networking, goal setting, career transitioning, and campaigns.
In the health care industry, privacy and transparency are double-edged swords. Because of their public status board members’ income and personal lives are public knowledge. This exposure enables self-promotion for which some women are not comfortable with. Several debilitating emotional states can disenfranchise a women’s legitimacy on the board. Organizations’ need to support women to attain and sustain their presence on a board is necessary to enable and maintain their contribution to the organization.
5.2 Implications of board diversity
A consistent message in support of board diversity is in the expectation of its stronger financial performance and the ability to attract and retain top talent, innovation, insight, and efficiencies with improved board effectiveness. However, some women continue to experience the need for a claim for legitimacy in male-dominant boards. Opposing leadership styles of change by females and of conquest by males introduces conflict. The board environment demands courageous conversations to enable transparency that some men or women are not comfortable with.
Integrating long-term vision of the organization is an essential trait to master. Women may choose not to conform, resist peer pressure, and seek to improve their version of a directorship. The implications could develop into either further conflict or, hopefully, meaningful change.
5.3 Effectiveness of females on organizational performance
In 2010 to2011, the lowest ASEPTE average value (5.39) was that of Mississauga Halton LHIN compared to other regions. The ASEPTE average value for Ontario was 5.75 and Canada, 4.62.
Mississauga Halton is the only LHIN with ASEPTE average values that consistently lie within the provincial and Canadian range; it achieved the lowest values across Ontario since 2007. Based on the above, we conclude that provincial and Canadian ASEPTE values are unrealistic, that waste exists across LHINs and in hospitals, and that technology is not readily available across the LHIN system.
Further, the variation in the levels of efficiency across LHINs had a linear regression of how ASEPTE average values were affected by males and females.
In 2010 to 2011, p > 0.05, r^2 = 0.168 for males is not significant and p< 0.05, r^2 = 0.399 for females is significant. This means that a critical mass of more than 30 percent of females on hospital boards is associated with higher levels of efficiency. The R square, r^2, value is 39.9 percent of variance of the average number of females on hospital boards and explained by ASEPTE average values for 2010 to 2011.
The Central West LHIN ASEPTE average value of 6.58 in 2010 to 2011 showed the most significant increase in ASEPTE value of 86 percent from 2009 to 2010, and the least number of females, suggesting male-dominant hospital boards had a negative influence on organizational performance.
However, North East LHIN ASEPTE average value of 8.45 in 2010 to 2011had the most significant decrease in value of 94 percent from 2009 to 2010, and the most number of female hospital board members of 141. Also, North West LHIN ASEPTE average value of 8.79 in 2010 to 2011 had a significant decrease in value of 95 percent from 2009 to 2011, and the next highest number of female hospital board members of 85, suggesting female-dominant boards have a positive influence on organizational performance.
See Table 5.1 for the hospital’s board gender and ASEPTE average values by LHIN from 2007 to 2011.
Table 5.1 Hospital’s board gender and ASEPTE average values by LHIN from 2007 to 2011
See Figure 5.1 for the hospital’s board gender and ASEPTE average values by LHIN from 2007 to 2011.
Figure 5.1 Hospital’s board gender and ASEPTE average values by LHIN from 2007 to 2011
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1 See www.slideshare.net/VivianedeBeaufort/3-de-beaufortsummers-5