The Role of Quality Managers in Healthcare: A Scoping Review

BACKGROUND AND OBJECTIVES: Quality managers develop, lead, maintain, and champion Quality Management Systems which set out organizational quality requirements and goals. Understanding the characteristics of a role allows for greater development of that role and the potential for increased performance of incumbents. The primary purpose of this review is to map the available evidence pertaining to the role of quality managers in healthcare settings and to determine characteristics which serve to describe the role. METHODS: Following a scoping review approach, PubMed, Cumulative Index to Nursing and Allied Health Literature, Embase, and Web of Science were searched for studies published in English since 1990 describing the role of quality managers in healthcare. Literature describing other quality manager roles or healthcare quality management without reference to the quality manager was not included. Study quality was assessed using the mixed methods appraisal tool. Content was screened and resultant full texts reviewed against defined eligibility criteria for inclusion. Data were analyzed inductively against predetermined role characteristics defined by the authors, with further deductive analysis of the identified responsibilities of the role. RESULTS: A total of 13 studies were included, published between 1993 and 2022 and largely originating in North America (n = 10; 77%). There was one formal quality qualification identified and a predominance of graduate qualifications, most at the Master level. Training in and knowledge of quality management were limited; there was a tendency for individuals in quality roles to have more vocation-specific training in the department or service in which they work. Rather than skills specific to performing quality activities, people skills dominated; quality individuals were expected to be approachable and demonstrate tact and diplomacy. Their area of responsibility varied from hospital-wide functions to specific departments such as the medical laboratory or bone marrow transplant. Regarding the responsibilities or day-to-day tasks of the role, the evidence demonstrated that quality managers in healthcare spend more time acting in a leadership capacity than performing any other single function. The collective predominance of tasks was centered around quality activities such as compliance, administration of the quality management plan, and quality improvement. CONCLUSIONS: Despite quality managers playing a vital role in healthcare, research regarding these roles is limited in quantity and quality, with the available evidence suggesting a focus on leadership, management, and interpersonal abilities. Quality roles in other sectors have been examined in detail, and there is a need for further research into healthcare quality roles.