The Practice of Health Services Research
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The Practice of Health Services Research Bie Nio Ong Senior Lecturer and Director MBA (Health Executive) Programme Centre for Health Planning and Management Keele University
SPRINGER-SCIENCE+BUSINESS MEDIA, B.Y.
First edition 1993 © Springer Science+Business Media Dordrecht 1993 Originally published by Chapman & Hall in 1993 Typeset in 10/12 Palatino by Columns Typesetters of Reading ISBN 978-0-412-54340-1 DOI 10.1007/978-1-4899-4437-5
ISBN 978-1-4899-4437-5 (eBook)
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the UK Copyright Designs and Patents Act, 1988, this publiction may not be reproduced, stored, or transmitted, in any form or by any means, without the prior permission in writing of the publishers, or in the case of reprographic reproduction only in accordance with the terms of the licences issued by the Copyright Licensing Agency in the UK, or in accordance with the terms of licences issued by the appropriate Reproduction Rights Organization outside the UK. Enquiries concerning reproduction outside the terms stated here should be sent to the publishers at the London address printed on this page. The publisher makes no represention, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions that may be made. A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication data available
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Contents
Preface
ix
1 Social science research and health service management
1
2 Choices in social science research design
8
3 Surveys in health services research
20
4 Ethnography in health services research
42
5 Participatory and action research methods
65
6 Evaluation in health services research
83
7 Multimethod research
104
8 Using research - the broader issues
133
References
146 157
Index
Preface
Writing a book seems a lonely enterprise and I have at times wondered whether it is making me happy. Yet there have been powerful reasons for persevering because this book is a product of much collective thinking, discussion and joint work; it is also the expression of my commitment to improving health and health care through making the process of policy formulation and planning more scientific and democratic. I believe that the development of social science research methods can make a contribution to this process. The friends and colleagues who have helped me shape my ideas are many. Firstly, Hilary Hodge who set me on this road and gave me the experience at the 'sharp end' of management, but never stifled my thinking and allowed me freedom to experiment and was prepared to take risks. This book is dedicated to her, because of her courage to be an innovative, creative and therefore brave manager. Other colleagues from my time in the NHS are Glenys Marriott, who talked me through many doubts and dilemmas; Gerry Humphris, whose sound scientific approac
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