Impact of the Healthcare Institution Administrator-Manager on Quality of Care and Patient Satisfaction: A Case Study of Saint Luc Hospital in Kisantu
Main Article Content
Abstract
Quality of care and patient satisfaction are key indicators of hospital performance. This study examines the contribution of the
hospital administrator-manager to improving both dimensions at Saint Luc Hospital in Kisantu. A cross-sectional quantitative
study was conducted with 50 patients and 10 healthcare staff members. Data were collected using Likert scales. Pearson
correlation and simple linear regression were used to analyze the relationships between variables. A strong and statistically
significant positive correlation was found between perceived quality of care and patient satisfaction (r = 0.72; p < 0.001). The
regression model shows that each additional point in perceived quality leads to a 70% increase in satisfaction, explaining 52%
of its variance. The findings confirm that perceived quality of care significantly influences patient satisfaction. Staff members
acknowledge that the administrator-manager plays a key role in enhancing service quality. Effective health management is thus
a strategic driver of both care quality and user satisfaction.
Article Details
Section
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
Adrien Malandj Kes, Nonon Mulubwa Kyalubile, Mujinga Kashala, Katshiza Tshisand, Henri Mundongo Tshamba, Andre Ndala Nyiongonyi, Françoise Malonga Kaj « Patient satisfaction, one of the levers for the health services performance: Contribution to scientific evidence », Int. J. of Multidisciplinary and Current research, Vol.6 (Sept/Oct 2018)
Alhassan, F. (2019). Experiences of frontline nurses with adverse medical events in a regional referral hospital in northern Ghana: a cross-sectional study, Tropical Medicine and Health 47:36. https://doi.org/10.1186/s41182-019-0163-8.
Andaleeb, S. S. (2001). Service quality perceptions and patient satisfaction: a study of hospitals in a developing country. Social Science & Medicine.
Bossert, T., & Mitchell, A. (2011). Health sector decentralization and local decision-making: Decision space, institutional capacities and accountability in Ghana. Journal of Health Policy and Planning, 26(2), 90–99.
Bradley, E. H., Brewster, A. L., McNatt, Z., & Linnander, E. L. (2015). How guiding coalitions promote positive culture change in hospitals: A longitudinal mixed methods interventional study. BMJ Quality & Safety, 27(3), 218–225.
Burrows, H. (2022). Assessing surgical care in DRC's Kongo Central province. King’s College London.
Cleary, P. D., & McNeil, B. J. (1988). Patient satisfaction as an indicator of quality care. Inquiry.
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). Thousand Oaks, CA: Sage.
Denis, J.L., & Champagne F. (2012). Reconfiguring public sector organizations: Health care reforms and institutional work. In The Oxford Handbook of Sociology and Organization Studies.
Donabedian, A. (1988). The quality of care: How can it be assessed?. JAMA, 260(12), 1743–1748.
Dorgan, S., Layton, D., Bloom, N., Homkes, R., Sadun, R., & Van Reenen, J. (2010). Management in healthcare: Why good practice really matters.
McKinsey & Company & Centre for Economic Performance, LSE.
Dussault G., Dubois C.A. (2003). Human resources for health policies: a critical component in health policies. Health Policy, 64(2), 119–137.
Improving financial access to health care in the Kisantu district in the DRC. PMC. (2015).
Kayumba, C., Mukendi, A., & Kalala, B. (2019). Gouvernance hospitalière et qualité des soins République Démocratique du Congo. Revue Congolaise de Santé Publique, 13(2), 45–54.
KGHP. (2024). Developing Safe Surgery Practice in Kongo Central. King’s Global Health Partnerships.
Lega, F., Prenestini, A., & Spurgeon, P. (2013). Is management essential to improving the performance and sustainability of health care systems and organizations? A systematic review and a roadmap for future studies. Value in Health, 16(1), 46–51.
Leggat S.G. (2007). Effective healthcare teams require effective team members: defining teamwork competencies. BMC Health Services Research, 7(1), 17.
McAlearney, A. S., Shortell, S. M., Lin, M. Y., Zervos, J., & Harmony, M. (2005). The role of leadership in quality improvement. Health Care Management Review, 30(2), 124–136. https://doi.org/10.1097/00004010-200504000-
Ministère de la Santé RDC. (2021). Plan National de Développement Sanitaire 2021-2025. Kinshasa, Ministère de la Santé.
Mukendi, A. (2020). Gestion hospitalière et satisfaction des patients dans les hôpitaux publics de Kinshasa. Mémoire de Master en Administration de la Santé, Université de Kinshasa.
Organisation mondiale de la Santé (OMS). (2018). Renforcement de la gouvernance hospitalière pour une meilleure qualité des soins. Genève, OMS.
Blaise, P.(2004). Culture qualité et organisation bureaucratique, le défi de changement dans le système public de santé [Thèse de doctorat), Université Libre de Bruxelles]
RIDDE, V. (2004). L’initiative de Bamako 15 ans après : un agenda inachevé. Washington, The World Bank.
Shortell, S. M., & Kaluzny, A. D. (2000). Health Care Management: Organization Design and Behavior.
Ware, J. E., & Snyder, M. K. (1983). Dimensions of patient attitudes regarding doctors and medical care services. Medical Care.
WHO & Ministère de la Santé RDC (2021). Plan national de contrôle du paludisme.
World Bank. (2016). Improving Healthcare Management in Africa: Evidence from Pilot Programs in Ghana and Senegal. Washington, DC: World Bank.
Yamane, T. (1967). Statistics: An introductory analysis (2nd ed.). New York: Harper and Row.