Kalite Geliştirme ve Performans Değerlendirme Metodu PATH’ın Sağlık İşletmelerinde Uygulanması (Application on PATH, The Method of Quality Improvement and Performance Evaluation)



Process, Process Management, EFQM (European Quality Management Foundation)


Each enterprise is established to implement certain tasks and achieve an accurate set of objectives and goals. The main aim of business management is to achieve these goals and tasks in the best way possible. An enterprise can determine its best interest, but it is only possible with performance management. The existence and continuity of businesses depend on the accuracy and validity of understanding its performance. In this study, the aim is to investigate the current performance of Karabük State Hospital in an effort to evaluate the consequences of PATH performance model and hospital services, to contribute to the realization of values such as growth, stability and interaction of employees, management, to ensure the continuity of these studies by transforming them into quality improvement indicators that would improve the overall performance, quality and productivity of the hospital. The evaluation of the hospital administration processes by performance management in the organization is interpreted by the dimensions of PATH performance model which analyze the improvements in quality and efficiency in existing processes. In order to increase the general performance, the new service was established and every weakness and strength of the various services which are provided according to PATH to the institution , the weaknesses are strengthened at the stage of technical specifications, the number of patients and patient’s satisfacion increased, and the main goals and objectives of the institution were met efficiently.


Colla J.B., Bracken A.C., Kinney L.M., Weeks W.B., (2005),“Measuring Patient Safety Climate: A Review of Surveys”, Quality and Safety in Health Care, 14, 364-366.

Core J.E., Holthausen R.W., Larcker D.F., (1999),“Corporate Governance, Chief Executive Officer Compensation and Firm Performance”, Journal of Financial Economics, 51(3), 371-406.

Drummond M., Brandt A., Luce B., Rovira J., (1993),“Standardizing Methodologies For Economic Evaluation in Health Care: Practice, Problems And Potential”, International Journal of Technology Assessment in Health Care, 9(1), 26-36.

Fottler M.D., (1987),“Health Care Organizational Performance: Present And Future Research”,

Journal of Management, 13(2), 367-391.

Groene O., Jutta K.H., Frolich A., (2008),‘An International Review of Projects on Hospital Performance Assessment’, International Journal of Quality in Health Care, 20(3), P.162-171, P.162.

Guisset A.L., Kjaergaard J., Habicht J., (2009),“Performance Management, Developing A Culture of Measurement and Continuous Quality Improvement in Estonian Hospitals: Recommendations on Alternative Entry Points and Ways Forward”, Who Regional Office for Europe, Scherfigsvej 8 Dk-2100 Copenhagen Ø, Denmark.

Http://Www.Efqm.Org/The-Efqm-Excellence-Modelerişim Tarihi: 12.10.2014. Http://Www.Path.Saglik.Gov.Tr/İndex.Php?Pid=15, Erişim Tarihi: 08.06.2014.

Jacobsen M., Lueg R., (2014) “Balanced Scorecard And Controllability At The Level of Middle Managers–The Case of Unintended Breaches”, Journal of Accounting & Organizational Change, 10(4), 516-539.

Kern L. M., Edwards A., Kaushal R., (2014),“The Patient-Centered Medical Home, Electronic Health Records, and Quality of Care”, Annals of Internal Medicine, 160(11), 741-749.

Kloot L., Martin J., (2000),“Strategic Performance Management: A Balanced Approach to Performance Management Issues in Local Government”, Management Accounting Research, 11(2), 231-251.

Lebas M.J., (1995),“Performance Measurement and Performance Management”, International Journal of Production Management, 41(1-3), 23-35.

Meena K., Thakkar J., (2014),“Development of Balanced Scorecard For Healthcare Using Interpretive Structural Modeling and Analytic Network Process”, Journal of Advances in Management Research, 11(3), 232-256.

Salmela-Aro K., Nurmi J.-E., (2004),“Employees’ Motivational Orientation and Well-Being At Work: A Person-Oriented Approach”, Journal of Organizational Change Management, 17(5), 471-489.

Seal W., Ye L., (2014),“The Balanced Scorecard and The Construction Of A Management Control Discourse”, Journal of Accounting & Organizational Change, 10(4), 466-485.

Suarez E., Roldan J.L., Calvo-Mora A., (2014), “A Structural Analysis of The Efqm Model: An Assessment of The Mediating Role of Process Management”, Journal of Business Economics and Management, 15(5), 862-885.

Suwignjo P., Bititci U.S., Carrie A.S., (2000),“Quantitative Models For Performance Measurement System”, International Journal of Production Economics, 64(1-3), 231- 241.

Veillard J., Champagne F., Klazinga N., Kazandjian V., Arah O.,A., Guisset L., (2005),‘A Performance Assessment Framework For Hospitals: The Who Regional Office For Europe Path Project’, International Journal For Quality İn Health Care, 17(6), 487- 496.

Wanous J.P., Reichers A.E., (2000),“New Employee Orientation Programs”, Human Resources Management Review, 10(4), 435-451.

Who, (2004),“Selection Indicators For Hospital Perfromance Measurement”, A Report on The 3rd And 4th Workshop, Barcelona, Spain.



How to Cite

SOYHAN, N., AĞAR, S., & SOYHAN, N. (2019). Kalite Geliştirme ve Performans Değerlendirme Metodu PATH’ın Sağlık İşletmelerinde Uygulanması (Application on PATH, The Method of Quality Improvement and Performance Evaluation). Journal of Anatolian Cultural Research (JANCR), 3(3), 411–431. Retrieved from https://ankad.org/index.php/ankad/article/view/67

Similar Articles

1 2 3 4 5 > >> 

You may also start an advanced similarity search for this article.