<p> The focus of this study was to understand how health system employees define Data Governance (DG), how they perceive its importance and effectiveness to their role and how it may impact strategic outcomes of the organization. Having a better understanding of employee perceptions will help identify areas of education, process improvement and opportunities for more structured data governance within the healthcare industry. Additionally, understanding how employees associate each of these domains to strategic outcomes, will help inform decision-makers on how best to align the Data Governance strategy with that of the organization. </p><p> This research is intended to expand the data governance community’s knowledge about how health system employee demographics influence their perceptions of Data Governance. Very little academic research has been done to-date, which is unfortunate given the value of employee engagement to an organization’s culture juxtaposed to the intent of Data Governance to change that culture into one that fully realizes the value of its data and treats it as a corporate asset. This lack of understanding leads to two distinct problems: executive resistance toward starting a Data Governance Program due to the lack of association between organizational strategic outcomes and Data Governance, and employee, or cultural, resistance to the change Data Governance brings to employee roles and processes. </p><p> The dataset for this research was provided by a large mid-west health system’s Enterprise Data Governance Program and was collected internally through an electronic survey. A mixed methods approach was taken. The first analysis intended to see how employees varied in their understanding of the definition of data governance as represented by the Data Management Association’s DAMA Wheel. The last three research questions focused on determining which factors influence a health system employee’s perception of the importance, effectiveness, and impact Data Governance has on their role and on the organization. </p><p> Perceptions on the definition of Data Governance varied slightly for Gender, Management Role, IT Role, and Role Tenure, and the thematic analysis identified a lack of understanding of Data Governance by health system employees. Perceptions of Data Governance importance and effectiveness varied by participants’ gender, and organizational role as part of analytics, IT, and Management. In general, employees perceive a deficit of data governance to their role based on their perceptions of importance and effectiveness. Lastly, employee perceptions of the impact of Data Governance on strategic outcomes varied among participants by gender for Cost of Care and by Analytics Role for Quality of Analytics. For both Quality of Care and Patient Experience, perceptions did not vary. </p><p> Perceptions related to the impact of Data Governance on strategic outcomes found that Data Quality Management was most impactful to all four strategic outcomes included in the study: quality of care, cost of care, patient experience, and quality of analytics. Leveraging the results of this study to tailor communication, education and training, and roles and responsibilities required for a successful implementation of Data Governance in healthcare should be considered by DG practitioners and executive leadership implementing or evaluating a DG Program within a healthcare organization. Additionally, understanding employee perceptions of Data Governance and their impact to strategic outcomes will provide meaningful insight to executive leadership who have difficulty connecting the cost of Data Governance to the value realization, which is moving the organization closer to achieving the Triple Aim by benefiting from their data.</p><p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:10751061 |
| Date | 01 June 2018 |
| Creators | Stephens, Joshua J. |
| Publisher | Central Michigan University |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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