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Arch Hellen Med, 38(4), July-August 2021, 487-496


Evaluation of application of the balanced scorecard in "Sotiria" General Hospital for Chest Diseases of Athens

P. Theodorou,1 P. Triadopoulou,2 C. Kastanioti1,3
1MSc Course, Health Care Management, School of Social Sciences, Hellenic Open University, Patra,
2"Sotiria" General Hospital for Chest Diseases, Athens,
3Department of Business and Organizations, University of the Peloponnese, Kalamata, Greece

OBJECTIVE To assess the degree of readiness of a public hospital regarding the implementation of a performance measurement system, such as the balanced scorecard (BSC), and identification of possible impediments to its implementation.

METHOD The sample consisted of 92 heads of the departments and sections of the Athens Regional General Hospital for Pulmonary Diseases "Sotiria", supplemented by interviews with 3 of its senior executives. The questionnaire "Assessment of the Readiness of an Organization for Performance Management" was used to measure seven thematic dimensions, namely the vision, mission and strategy of the organization, the performance system, the management reporting system, management support and commitment, staff education and training, performance appraisal and measurement culture.

RESULTS According to the responses to the questionnaire, the overall level of readiness of the "Sotiria" Hospital for evaluation of performance issues, according to the responses to the questionnaire, was very low, 36.73 on a scale of 1 to 100. The understanding of meanings (vision, mission and hospital strategy) was limited, and targets were reported which are not quantitative. A basic system of administrative reporting is in place, but it is not clear whether approved and standardized procedures or a performance assessment system were used. Little support and commitment to performance was recorded, and there was no suitable or adequate education regarding performance and development issues for goals achievement. In addition, no objective criteria for performance identification were reported, although in the case of unsuccessful performance procedures, corrective actions are taken. Some basic non-financial measurements are made in the hospital. Management personnel more easily accepted changes than senior medical staff regarding adjustment to innovative ideas, technologies, methods and practices.

CONCLUSIONS BSC application in "Sotiria" Hospital is problematic. Lack of knowledge about the BSC methodology and basic concepts of performance measurement systems was identified. A moderate degree of support by the top leadership was apparent, but there were fundamental computer systems problems, and an inadequate communication and information system on performance issues and their significance.

Key words: Balanced scorecard, Performance measurement, Strategy.

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