背景:病例管理员在整合必要的服务以优化与健康相关的目标和结果方面发挥着至关重要的作用。研究表明,在家庭护理中,案件经理在日常工作中遇到紧张,也就是说,他们应该做什么,理论上,他们实际上做了什么,在实践中。然而,缺乏对这些紧张局势的直接探索。因此,本研究旨在描述魁北克省老年人公共家庭护理中的个案管理者所遇到的紧张关系及其对日常工作的影响.
方法:通过对工作的观察进行了机构民族志,采访和对魁北克家庭护理工作的病例经理的调查。使用机构民族志一级分析程序分析数据。这包括映射工作顺序,以及通过他们使用的词语来识别案例管理者所经历的紧张关系。
结果:确定了三个主要的张力。首先,案例经理认为,尽管努力将住院的老年人安全送回家中,他们的工作还旨在帮助释放医院病床。因此,他们经常发现自己需要迅速回应与医院有关的询问或加快家庭护理服务的请求。第二,他们应该将护理委托给“合作伙伴”(例如,私营组织)。然而,他们认为他们实际上是在管理“合作伙伴”提供的服务质量。\"因此,他们竭尽全力确保提供良好的护理。最后,他们必须在满足组织要求(例如,报告有关工作的统计数据,在老年人\'文件中记录信息,进行强制性评估),并花时间提供直接护理。这通常导致将直接护理提供优先于行政任务,导致基本信息的最低报告。
结论:使用专业实践背景分析的三个镜头讨论了结果(即问责制,伦理,和专业工人)为实践和研究制定建议。他们建议,尽管发挥了重要作用,案件管理人员在家庭护理方面的权力有限(例如,与合作伙伴,医院)。
BACKGROUND: Case managers play a vital role in integrating the necessary services to optimise health-related goals and outcomes. Studies suggest that in home care,
case managers encounter tensions in their day-to-day work, that is, disjuncture between what they should do, in theory, and what they actually do, in practice. However, direct exploration of these tensions is lacking. As such, this study aimed to describe the tensions encountered by
case managers in public home care for older adults in Quebec and their influence on day-to-day work.
METHODS: An institutional ethnography was conducted through observations of work, interviews and a survey with
case managers working in home care in Quebec. Data were analysed using institutional ethnography first-level analysis procedures. This included mapping the work sequences as well as identifying the tensions experienced by case managers through the words they used.
RESULTS: Three main tensions were identified. First,
case managers perceive that, despite working to return hospitalised older adults at home safely, their work also aims to help free up hospital beds. Thus, they often find themselves needing to respond quickly to hospital-related inquiries or expedite requests for home care services. Second, they are supposed to delegate the care to \"partners\" (e.g., private organisations). However, they feel that they are in effect managing the quality of the services provided by the \"partners.\" Consequently, they go to great lengths to ensure that good care will be provided. Finally, they must choose between meeting organisational requirements (e.g., reporting statistics about the work, documenting information in the older adults\' file, doing mandatory assessments) and spending time providing direct care. This often leads to prioritising direct care provision over administrative tasks, resulting in minimal reporting of essential information.
CONCLUSIONS: The results are discussed using the three lenses of professional practice context analyses (i.e., accountability, ethics, and professional-as-worker) to formulate recommendations for practice and research. They suggest that, despite their important role, case managers have limited power in home care (e.g., with partners, with the hospital).