![]() They allow hospital managers to pilot their institution and assess the development of the organisation in helping managers in decision-making and viewing the different impacts of these decisions. Performance measurement systems have become essential managerial tools for healthcare organisations in the last few decades. This paper further evaluates the rules of the benchmarking processes, the PMSs of the BS, the overall challenges faced when collecting data andlastly, the findings of the benchmarking practice. Dealing with these issues, giving the comparable information and undertaking essential study to comprehend and point out the basis for effective performance is considered a process which provides lessons for considerable benchmarking practices. The practical experience with the systems haspotentially identified various critical issues in collecting comparable and consistent data. With reference from the experiences in benchmarking, we have presented a literature review of KPIs and evaluated inputs to confirm that KPIs are a standardized approach used to compare and identify the performances of best practices for BS participation. This research will further identify the BS that has a record of effective performance throughout their operations. In that regard, this contribution reviews the advancement of the standard PMSs used globally: Key Performance Indicators (KPIs). To benchmark the performance of the Bus System (BS), Performance Measurement Systems (PMSs) should be used. Therefore it is concluded that the surveillance increases the performance and efciency of the public hospitals. ![]() The cause and effect is the “Hawthorne effect”. Hospital efciency is reected by increased hospital indices. CONCLUSION: The surveillance of higher authorities over the hospital had increased the performance. The 1 phase of surveillance (January- 2016 to May -2016), where immense supervision was present, with performance feed- back, BOR was 88.65, nd ALOS was 3.932, BTR was 7.074 and BTI was 0.54, 2 phase of surveillance which was intensied with communication and committee meetings rd (June-2016 to October- 2016), BOR was 95.59, ALOS was 3.49, BTR was 7.03 and BTI was 0.886, 3 phase weaning period, where a little th supervision (November -2016 to February-2017) BOR was 87.8, ALOS was 4.1, BTR was 6.413 and BTI was 0.5725 and 4 phase self sustain stage or no observations phase, BOR was 92.6, ALOS was 3.47, BTR was 6.547 and BTI was 0.28. RESULTS: st A total of 18 months period census report was recorded from January 2016 to June 2017and hospital indices were estimated. MATERIALS AND METHODS: The study was a prospective and record based cross-sectional study and conducted at Government teaching hospital over a period of 18 months. To evaluate whether the Hawthorne effect is the cause of the increase in the effectiveness of hospital. To assess the performance of a teaching hospital during surveillance by calculating the hospital indices, using the Pabon Losso Model. The Hawthorne effect is a term referring to the tendency of people to work harder and increases in effectiveness of organization when they are being observed. It is an effective method for improving quality care in the public hospital. The hospital performance enhances steadily by the monitoring authorities' surveillance. ![]() ![]() The limited resources are posing a challenge to the hospital administrator in escalating demands, diversity and complexity of diseases of patients. BACKGROUND:The patients' health care choice is diverting from the private health provider to the public hospital due to introduction of various schemes and incentives by the policy makers.
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