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The forgotten premise of healthcare
        delivery-waiting time
• ABSTRACT:
• This is a national study to determine the
  average waiting time in Malaysian public
  hospitals and to gauge the level of patient
  satisfaction with the waiting time.
• It also aims to identify the factors perceived
  by health care providers which contribute to
  the waiting time problem.
DESIGN AND METHODOLOGY
• Self administered questionairres which were
  administered in 21 public hospitals.A total of
  13000responses were analysed for the patient
  survey and 3000 were analysed for employee
  survey.
PATIENT SURVEY ANALYSIS
• Average waiting time to get treatment from
  the appointment time for different type of
  clinics ranges from 18minutes(Emergency
  dep) to 85 minutes(medical department)
• When analysed hospital wise,the average
  waiting time was longest at kuala lumpur
  hospital(75min) and shortest at district
  hospital without specialists(30min).
• Of the respondents in the kualalumpur
  hospital,which had the longest waiting
  time,only 21% indicated that the waiting time
  experience was unreasonable.
• Possible causes:patients at public hospitals
  have low expectations as they are low income
  earners who are aware that they are paying
  nominal amounts for the serviceor not paying
  anything.
•   Provision of reading material-90.8%
•   Provision of television-90.8%
•   Provision of newspapers-87.3%
•   Provision of appealing waiting environment-
    80.5%
ANALYSIS ON EMPLOYEE SURVEY

• The findings indicate that the employees
  perceive inefficient work process (mean-
  3.89)followed by lack of cooperation among
  staff (mean -3.35) for long waiting times.
• Lack of commitment among employees was
  also perceived to be a contributing factor.
• Heavy workload:
• Lack of staff contributes to lengthy waiting
  followed by patients not adhering to
  appointment time.
• Supervision problem:
• Doctors commencing the clinic late(mean
  value-3.86)
• Slow response from the management(3.47)
• Lack of supervision(mean-3.19)
• However administration matters such as staff
  having breaks at the same time were not seen
  as a major factor.

• Inadequate facilities:
• Lack of consultation rooms was perceived to
  contribute to waiting time problem(mean-
  3.81)
• SOCIAL IMPLICATIONS:
• Public health care in malaysia is in a state of
  excess demand,where demand outstrips
  supply,due to large fee differences between
  the public and the private sector.
• There is a need to reduce the boredom fa ced
  by patients while waiting and to address the
  problem in a scientific manner.
WAITING FOR SERVICES:THE
    EFFECTIVENESS OF RECOVERY
            STRATEGIES
• Preprocess waits can be classified into 3 types:
• Preschedule(customer arrives early for the
  appointment)
• Post schedule(customer waits after the
  appointment time to receive the service)
• Queue waits(where service is on a first come
  first serve basis)
• Hypothesis 1
• When a preprocess post schedule wait
  occurs ,offering an apology only is least
  effective recovery strategy with respect to
  improving customer intention towards the
  service provider
• Assistance is a more effective recovery
  strategy than compensation
• Hypothesis3:
• Assistance and compensation is the most
  effective recovery strategy.

• METHODOLOGY
• Experimental design,interviews with the
  service managers and questionaires were
  administered to the hotyel guests
• SERVICE EXPECTATION:
• Internal standards against which the
  customers judge the quality of services.
• The two expectations for a hotel scenario
  were operationalized as a destination hotel
  for a 4 day stay(high expectations) and a
  motel chain on the way to a vacation(low
  expectaion)
• For the restaurant scenario,the levels were
  operationalised as a family celebration at a
  restaurant known for excellent food(high
  expectation)
• Casual family meal in a restaurant known for
  good food in a relaxed setting(low)
• Intention is based on the likelihood of
  switching service provider ,complaint to the
  service provider,and negative word of mouth
  communication.
• Results:
• The responses to the restaurant scenario with
  regard to recovery strategies was more negative
  than that of the hotel scenario.
• The shorter wait scenarios led to more negative
  intentions which indicate that the wait time
  relative to the total time of customer service
  needs to be considered while evaluating the
  relationship between waiting and service
  evaluation
• The main effect of expectation was significant
  for the restaurant scenario but not for the
  hotel scenario
• The relative effectiveness of assistance versus
  compensation was equivalent
• Offering both assistance and compensation
  was most effective,but it still left respondents
  with negative intentions.

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Service operation

  • 1. The forgotten premise of healthcare delivery-waiting time • ABSTRACT: • This is a national study to determine the average waiting time in Malaysian public hospitals and to gauge the level of patient satisfaction with the waiting time. • It also aims to identify the factors perceived by health care providers which contribute to the waiting time problem.
  • 2. DESIGN AND METHODOLOGY • Self administered questionairres which were administered in 21 public hospitals.A total of 13000responses were analysed for the patient survey and 3000 were analysed for employee survey.
  • 3. PATIENT SURVEY ANALYSIS • Average waiting time to get treatment from the appointment time for different type of clinics ranges from 18minutes(Emergency dep) to 85 minutes(medical department) • When analysed hospital wise,the average waiting time was longest at kuala lumpur hospital(75min) and shortest at district hospital without specialists(30min).
  • 4. • Of the respondents in the kualalumpur hospital,which had the longest waiting time,only 21% indicated that the waiting time experience was unreasonable. • Possible causes:patients at public hospitals have low expectations as they are low income earners who are aware that they are paying nominal amounts for the serviceor not paying anything.
  • 5. Provision of reading material-90.8% • Provision of television-90.8% • Provision of newspapers-87.3% • Provision of appealing waiting environment- 80.5%
  • 6. ANALYSIS ON EMPLOYEE SURVEY • The findings indicate that the employees perceive inefficient work process (mean- 3.89)followed by lack of cooperation among staff (mean -3.35) for long waiting times. • Lack of commitment among employees was also perceived to be a contributing factor.
  • 7. • Heavy workload: • Lack of staff contributes to lengthy waiting followed by patients not adhering to appointment time. • Supervision problem: • Doctors commencing the clinic late(mean value-3.86) • Slow response from the management(3.47)
  • 8. • Lack of supervision(mean-3.19) • However administration matters such as staff having breaks at the same time were not seen as a major factor. • Inadequate facilities: • Lack of consultation rooms was perceived to contribute to waiting time problem(mean- 3.81)
  • 9. • SOCIAL IMPLICATIONS: • Public health care in malaysia is in a state of excess demand,where demand outstrips supply,due to large fee differences between the public and the private sector. • There is a need to reduce the boredom fa ced by patients while waiting and to address the problem in a scientific manner.
  • 10. WAITING FOR SERVICES:THE EFFECTIVENESS OF RECOVERY STRATEGIES • Preprocess waits can be classified into 3 types: • Preschedule(customer arrives early for the appointment) • Post schedule(customer waits after the appointment time to receive the service) • Queue waits(where service is on a first come first serve basis)
  • 11. • Hypothesis 1 • When a preprocess post schedule wait occurs ,offering an apology only is least effective recovery strategy with respect to improving customer intention towards the service provider • Assistance is a more effective recovery strategy than compensation
  • 12. • Hypothesis3: • Assistance and compensation is the most effective recovery strategy. • METHODOLOGY • Experimental design,interviews with the service managers and questionaires were administered to the hotyel guests
  • 13. • SERVICE EXPECTATION: • Internal standards against which the customers judge the quality of services. • The two expectations for a hotel scenario were operationalized as a destination hotel for a 4 day stay(high expectations) and a motel chain on the way to a vacation(low expectaion)
  • 14. • For the restaurant scenario,the levels were operationalised as a family celebration at a restaurant known for excellent food(high expectation) • Casual family meal in a restaurant known for good food in a relaxed setting(low)
  • 15. • Intention is based on the likelihood of switching service provider ,complaint to the service provider,and negative word of mouth communication.
  • 16. • Results: • The responses to the restaurant scenario with regard to recovery strategies was more negative than that of the hotel scenario. • The shorter wait scenarios led to more negative intentions which indicate that the wait time relative to the total time of customer service needs to be considered while evaluating the relationship between waiting and service evaluation
  • 17. • The main effect of expectation was significant for the restaurant scenario but not for the hotel scenario • The relative effectiveness of assistance versus compensation was equivalent • Offering both assistance and compensation was most effective,but it still left respondents with negative intentions.