Liang, Z., Howard, P., and Rasa, J. (2011) Evidence-Informed Managerial Decision- Making: what evidence counts? (Part One). Asia Pacific Journal of Health Management, 6 (1). pp. 23-29.

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Abstract

Objective: Using evidence to inform decision-making processes has the potential to overcome problems within health service sectors. Previous studies have argued that evidence should be viewed broadly to include both research and non-research evidence. However, overseas studies have confirmed a general lack of use of evidence in managerial decision-making. In order to encourage the practice of evidence-informed health service management among middle and senior health service managers in the Australian context, understanding of how managers perceive evidence as well as their current practice is the first step. This paper will report some of the relevant findings from recently completed research in the State of Victoria, Australia that will address these two questions.

Design and Setting: With Fellows and Associate Fellows of the Victorian branch of the Australasian College of Health Service Management as the study population, the methods consisted of three key elements: a questionnaire and two focus group discussions. The discussions before and after the survey were recorded and subjected to content analysis.

Main outcome measures: The main outcome measures were the rating of the usefulness of evidence types, therating of importance of evidence types, the frequency of evidence use, the use of evidence types in the last three months and the ranking of evidence types used by participants for various management decision types.

Results: 116 out of 411 participants provided enough useful data to be included in the final analysis resulting in an effective response rate of 28.2%. Managers view evidence broadly and acknowledge its importance. They routinely use evidence to guide the managerial decision-making processes. However, both qualitative and quantitative research evidence is rarely used. In contrast, ‘internal data’ generated within their organisation was the form of evidence most preferred by managers, followed by examples of external practice and personal experience. Further investigation of the level of validity and reliability of ‘internally developed data’ to guide management decision-making is proposed.

Item ID:	68637
Item Type:	Article (Research - C1)
ISSN:	2204-3136
Date Deposited:	18 Jul 2024 01:23
FoR Codes:	42 HEALTH SCIENCES > 4203 Health services and systems > 420309 Health management @ 100%
SEO Codes:	28 EXPANDING KNOWLEDGE > 2801 Expanding knowledge > 280112 Expanding knowledge in the health sciences @ 100%
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