Background: Healthcare managers and administrators increasingly need to develop systems, structures, and operations capable of improving the patient experience performance of their organizations or service delivery units. Aim: To systematically review the effectiveness of organizational and service management interventions on standardized patient experience measure scores. Methods: Six scientific databases, specialty journals, and snowballing were used to identify English-language, peer-reviewed, contemporary studies (2015-2023) that examined the impact of service management or organizational interventions on the patient experience as a primary outcome. The studies needed to include inferential statistics on standardized, patient-reported experience measures. Two independent reviewers performed the eligibility decisions and risk-of-bias appraisals. Results: Nine papers were finally included. Three papers were on discrete, service-level interventions, including two randomized controlled trials (RCTs) and one pre-post study; one RCT achieved significant improvements by delaying the timing of bedside rounding versus maintaining the early morning schedule. One non-randomized controlled study and two pre-post studies addressed organization-wide approaches. Among those, one pre-post study achieved significant improvements by having site managers meet regularly with an organizational oversight committee to compare the units’ patient-experience performance and setting improvement expectations. Finally, three observational, multi-site comparative studies were included. These addressed self-reported improvement approaches, implementation of a nursing excellence certification program, and implementation of Patient Experience Offices. The latter was significantly associated with improved patient experience performance. Conclusion: Selected discrete service-level interventions and organizational approaches can lead to better patient experience outcomes, even though the evidence from the pre-post and observational studies should be interpreted with caution.

Purpose: Near real-time patient experience feedback (NRTPEF) can enable patient-centric quality improvement. We 1) assess the utility, feasibility, and acceptability of implementing a new NRTPEF, perceived by patients and providers; and 2) understand how the NRTPEF became embedded into routine provider practices. Materials and Methods: Mixed methods process evaluation of the 8-month implementation of an innovative NRTPEF in an inpatient rehabilitation unit, using interviews and focus groups with all the service-unit leaders and interviews with a randomized sample of patients. Beyond descriptive statistics and content analysis, the Normalization Process Theory (NPT) informed a framework analysis. Results: Patients and service-unit leaders perceived high utility in the NRTPEF (median: 9 for both; 0-10 scale) and qualitative comments emphasized the value of providing/obtaining timely feedback. The system was found feasible and acceptable for patients (median: 9.5), but with an improvement margin for providers (median: 7.3). Suggestions include strengthening the data-relay format. Even in the pilot form, providers found the NRTPEF became embedded into practice (median 10; average: 8.6). The NPT-informed analysis shows how providers saw differential value, engaged with, and used the patient feedback into reconfigured practices. Conclusion: An innovative NRTPEF was found useful, feasible and acceptable, but with refinement opportunities before scale-up.