Table 5.
Logistic regression analyses of the relative effect of BPR critical success factors on health service improvement
| Healthcare services | |||||||
|---|---|---|---|---|---|---|---|
|
Factors |
Frequency |
df |
Significance |
Crude OR (95% CI) |
Adjusted OR (95% CI) |
||
|
Improved |
Not improved |
||||||
|
Adequate financial resources |
Poor |
145 |
35 |
1 |
<0.001 |
11.72 (7.30-18.83) |
3.54 (1.97-6.33) |
| Good |
59 |
167 |
|||||
|
Top management commitment & support |
Poor |
162 |
49 |
1 |
0.018 |
12.04 (7.55-19.22) |
2.27 (1.15-4.47) |
| Good |
42 |
153 |
|||||
|
Collaborative working environment |
Poor |
155 |
72 |
1 |
0.050 |
5.71 (3.71-8.79) |
1.77 (1.00-3.11) |
| Good |
49 |
130 |
|||||
|
Flatter structure |
Poor |
169 |
63 |
1 |
0.092 |
10.65 (6.66-17.05) |
1.80 (0.91-3.55) |
| Good |
35 |
139 |
|||||
|
Information technology |
Poor |
187 |
90 |
1 |
0.001 |
13.70 (7.75-24.18) |
3.15 (1.57-6.32) |
| Good |
17 |
112 |
|||||
| Training | Poor |
175 |
73 |
1 | 0.218 | 10.66 (6.56-17.35) | * |
| Good | 29 | 129 | |||||
BPR – business process reengineering, CI – confidence interval, OR – odds ratio, df – degrees of freedom
*aOR not calculated as the variable had insignificant association in the bivariate analysis.