Tools Used by Hospital Management to Reinforce Change and Sustain Results in the Implementation of EHR System in Public and Private Hospitals: A Case Study of eThekwini Area Municipality, South Africa

Tools Used by Hospital Management to Reinforce Change and Sustain Results in the Implementation of EHR System in Public and Private Hospitals: A Case Study of eThekwini Area Municipality, South Africa

Mandisa Msomi (University of Zululand, South Africa), Lungile Preciouse Luthuli (University of Zululand, South Africa) and Trywell Kalusopa (University of Namibia, Namibia)
DOI: 10.4018/978-1-7998-6618-3.ch007
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Abstract

Hospitals are complex to operate, particularly in the implementation of electronic health records systems. The implementation and use of electronic health records (EHR) management in hospitals requires management to reinforce change and sustain results for good end results. The purpose of this chapter is to unveil tools used by public and private hospital management to reinforce change and sustain results in the implementation of electronic health records systems. Both public and private hospital are based in the eThekwini Municipality. The conceptual framework based on Kotter Leading Change Model was comprehensively discussed. The findings of the study revealed that there are no standard guidelines for both public and private hospitals in the implementation of EHR system in hospitals. Clarity regarding change management policies and procedures in the implementation of EHR system in both public and private hospitals is required. The study recommends that both public and private hospitals tools to reinforce change and sustain results in the implementation of electronic health records management need to be developed and officially documented.
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Statement Of The Problem

Many hospitals are now changing from manual health records to electronic health records systems for daily operation and health service delivery. Accordingly, hospital management are in a leading position to fortify policies and procedures including restructuring the organisational culture for the benefit of improving service delivery and creating conducive working environment for health employees (Parand et al., 2014). However, in order to achieve change in the hospital setting, managers have a legal and moral obligation to inform, involve and reinforce employees to align with changes for high quality of patient care and enhancing health service delivery (Silver et al., 2016).

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