The value of a mission statement in an association of not‐for‐profit hospitals

Abstract

PURPOSE: When a mission statement is introduced to enhance the quality of health care management, it is vital to assess the actual impact. This article aims to consider the effect of introducing a single mission statement into an association of 18 not-for-profit hospitals by investigating the views of different groups of employees. DESIGN/METHODOLOGY/APPROACH: The paper explores the impact a mission statement has had by examining questionnaire responses from different groups of staff including the designers of the mission statement and those at the delivery point of services. FINDINGS: The study's outcomes indicate the value of examining the views of staff that are not in senior management. The evaluation of the mission statement's impact by senior managers was at variance with that of other staff. ORIGINALITY/VALUE: The findings highlight the inadequacy of only examining senior management's opinions when considering the benefits of having introduced a mission statement into an organisation. In this study we identify those who originated or contributed to the mission statement in the first place. Once launched, a mission statement can have an impact throughout all staff, and that information needs to be captured in any assessment. This is consistent with the high rating normally given to a mission statement being an aid to motivating all staff. An important dimension of this study is the impact of a single mission statement throughout a group of dissimilar hospitals.

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