The aim of this research was to find ways for hospital executives to enhance patient service. Five healthcare administrators who introduce patient service policies in hospitals made up the target population. The expectation-confirmation theory served as the study’s conceptual structure. Semistructured interviews, hospital policy and procedure records, and qualitative data from the Consumer Assessment of Healthcare Providers and Systems (HCAHPS) Hospital Compare website were used to generate data using methodological triangulation. Improve interpersonal communication, resolve problems in the hospital community, and include staff training were the three main themes. The results show that investigating employee preparation is related to the expectation-confirmation theory’s conceptual structure. When patient assumptions about the quality of medical care and service satisfaction are verified, hospital staff performs satisfactorily. Hospital managers will be able to consistently improve patient satisfaction by reviewing tactics in the daily operations of the hospital staff, with the aim of achieving a level of 75 percent or higher. Multiple attempts were identified by the participants to change hospital operations based on patient preferences for satisfaction and to affirm customer satisfaction for the hospital system. The basis for this analysis was  Joo, Park, and Shin (2017)’s expectation confirmation theory. Hospital executives took steps such as recruiting the right staff, using patient input to change, and using HCAHPS qualitative data to develop strategies that would meet customer satisfaction and loyalty needs.
Author (s) Details
Delores J. Leonard
Western Governors University, USA.
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