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American Journal of Medical Quality
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Measuring a Hospital's Ability to Improve

Steven J. Meurer, PhD

St Mary Medical Center, Langhorne, Pa, smeurer{at}che-east.org

Michael A. Counte, PhD

Department of Health Management and Policy, Saint Louis University School of Public Health, St Louis, Mo

Doris M. Rubio, PhD

Center for Research on Health Care, University of Pittsburgh School of Medicine, Pittsburgh, Pa

Barbara Arrington, PhD

Saint Louis University School of Public Health, St Louis, Mo

The aim of this study was to test whether a recently developed measure of Continuous Quality Improvement (CQI) implementation can provide health care researchers and administrators with a tool to assist in understanding and with developing an appropriate structure for improvement efforts in hospitals. Two hundred respondents from 40 Missouri hospitals completed a 28-item survey addressing 8 domains of CQ1. Overall, hospital scores showed low implementation of a structure that supports improvement efforts. All survey domains showed acceptable psychometric results. Leadership proved to be the most important domain of CQI because it differentiated well between all levels of the scale. Because of its ease of administration and analysis, and its reliability, validity, and level differentiation results, the researchers recommend the widespread use of this tool to understand and develop a hospital's organizational structure to support improvement activities.

Key Words: Continuous Quality Improvement implementation • improvement • measurement • organizational structure • quality management

American Journal of Medical Quality, Vol. 19, No. 5, 214-222 (2004)
DOI: 10.1177/106286060401900506
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