Date of Award
Spring 3-24-2026
Embargo Period
11-16-2027
Document Type
Dissertation - MUSC Only
Degree Name
Doctor of Health Administration
College
College of Health Professions
First Advisor
Jillian Harvey
Second Advisor
Jami Jones
Third Advisor
Aaron Kinney
Abstract
Performance measurement is central to healthcare leadership, yet the proliferation of measures has raised concerns about administrative burden and measurement fatigue. Although performance measures are intended to improve quality and accountability, less is known about how senior leaders determine which measures meaningfully contribute to organizational priorities.
This qualitative study explored how senior leaders within a large nonprofit U.S. health system evaluate the value and burden of performance measures. Semi-structured interviews were conducted with 10 leaders responsible for clinical and operational oversight across hospital and ambulatory settings. Data were analyzed using reflexive thematic analysis.
Four themes emerged. Leaders defined measure value primarily through actionability and contextual interpretation alone; measurement systems created cognitive, operational, and moral burdens; governance structures shaped which measures received attention; and improvement efforts involved trade-offs across priorities. These findings highlight the leadership role in aligning performance measurement with organizational priorities.
Recommended Citation
Dorow, Sherrie, "Rethinking Performance Measurement in Healthcare: Leadership Perspectives on Value, Burden, and Trade-offs" (2026). MUSC Theses and Dissertations. 1116.
https://medica-musc.researchcommons.org/theses/1116
Rights
Copyright is held by the author. All rights reserved.