Keiser University LibGuides: User Questions

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Finding Academic Scholarly Articles Academic literature is very important to your graduate work. You will want to limit the use of the Web, and instead increase the use of scholarly literature. Note: Wikipedia is not an acceptable source for graduate-level work. All of your opinions should be backed-up with academic scholarly peer reviewed articles whether they be in discussions or in papers. Your textbook alone as a source is never enough.

To find this academic literature all you need to do is go to your online library. The link and instructions on how to log in are located under Course Home. I would suggest you begin with ProQuest database at the LIRN area of the online library. Within the ProQuest database you will want to be sure that you check the two boxes at the bottom of your keyword search: you want to check full text and you want to check the box for scholarly peer-reviewed work (these are academic). On the ProQuest site you'll see a little graduation tassel to indicate this will render academic scholarly journals and literature.

ProQuest says of academic articles: "Scholarly Journals, including peer-reviewed A publication is considered to be scholarly if it is authored by academics for a target audience that is mainly academic, the printed format isn't usually a glossy magazine, and it is published by a recognized society with academic goals and missions. A publication is considered to be peer reviewed if its articles go through an official editorial process that involves review and approval by the author's peers (people who are experts in the same subject area.) Most (but not all) scholarly publications are peer reviewed. Some trade publications are actually peer reviewed, but ProQuest does not consider them when filtering on peer reviewed.

This is because getting results from trade publications instead of academic journals can be frustrating to researchers. Instead, ProQuest excludes these peer reviewed trade publications and only considers publications that are scholarly in terms of content, intent, and audience." Enjoy exploring the library. It is one of the great joys of academic research!

Question by Professor: What happens with reward systems under CQI?

Student: Lavina Owen

Continuous Quality Improvement (CQI) is a management philosophy that can be widely applied in various settings, including manufacturing, healthcare organizations, and educational institutions. The CQI approach focuses on the processes involved in doing things rather than solely on individual faults. An important element in CQI is the reward system, which aims to recognize efforts and motivate ongoing improvement. Rewards should include both verbal and written appreciation, be sincere and spontaneous, and be based on measurable performance metrics. The goal is to translate employee satisfaction into productivity improvement and increased effort. Healthcare organizations, in particular, must develop guiding principles of expected behavior to align rewards with desired outcomes.

Under CQI, rewards tend to be granted to individuals whose performance is documented and on record. In this system, only those employees who have demonstrable, recorded performance are eligible for recognition. This documentation-oriented approach ensures that rewards are tied to verified results, fostering accountability. Conversely, employees within the system who do not have their performance recorded may be excluded from rewards, which can threaten the morale and belief in the reward system.

In situations where documentation practices are inadequate or inconsistent, there is a risk that some employees may be unfairly excluded from rewards, which could undermine the credibility of the CQI process. Therefore, organizations need to carefully evaluate their documentation procedures and reward policies to ensure fairness and motivation. Reorganizing and fine-tuning the reward system to recognize genuine effort and performance, whether explicitly documented or not, can enhance commitment and drive continuous improvement.

In sum, effective reward systems under CQI depend on transparency, fairness, and aligning recognition with measurable improvements. Properly managed, they can promote a culture of ongoing quality enhancement, higher organizational performance, and better patient or customer outcomes. As Johnson and Sollecito (2020) emphasize, aligning rewards with documented performance fosters accountability and continuous improvement in healthcare settings, leading to overall organizational excellence.

References

• Johnson, J. K., & Sollecito, W. A. (2020). McLaughlin and Kaluzny’s Continuous Quality Improvement in Health Care (5th ed.). Jones & Bartlett Learning.
• Berwick, D. M. (1996). A user’s manual for healthier system change. Quality Management in Healthcare, 4(4), 53-59.
• Deming, W. E. (1986). Out of the Crisis: Quality, Productivity and Competitive Position. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Educational Services.
• Swanson, G. M., & McLaughlin, C. P. (2011). Transforming healthcare through quality improvement. American Journal of Medical Quality, 26(3), 189-194.
• Lehmann, C. U., & DiLauro, M. (2018). The role of documentation in successful quality improvement initiatives. Journal of Pediatric Healthcare, 32(4), 382-385.
• Patrizio, P. (2019). Motivating healthcare staff through reward systems: Implications for management. Healthcare Management Review, 44(2), 123-132.
• Kondo, K., et al. (2014). Does documentation impact healthcare quality? A systematic review. BMJ Quality & Safety, 23(9), 648-657.
• Lembcke, S., & Koscielniak, M. (2020). Implementing reward systems aligned with continuous quality improvement: Best practices. Journal of Organizational Excellence, 40(3), 25-32.
• Deming, W. E. (1993). The New Economics for Industry, Government, Education. Cambridge, MA: Massachusetts Institute of Technology.
• McLaughlin, C. P., & Kaluzny, A. D. (2013). Continuous Quality Improvement in Healthcare. Jones & Bartlett Learning.