In Pursuit of a Culture of Continuous Improvement: Scotland’s National Ambulance Service

Figures & data

Figure 1. Bodies of Knowledge.

Table 1. Internal reliability of survey data.

Theme	Cronbach Alpha Value
Organisational culture and preparedness for CI	0.67
Leadership for CI	0.91
Methodologies applied and approaches to CI	0.85
Motivation for working in organisation and contributing to CI	0.76

Figure 2. Overview of Line Management Responsibility of respondents.

Table 2. Breakdown of Employee Perspectives on CI by level of management responsibility.

Question	No management responsibility	First line manager	Middle manager	Senior manager	H test
It is my role to make improvements in the workplace.	2.86	3.17	4.35	4.46	.000
It is my role to make improvements in the service we provide.	3.73	3.73	4.52	4.52	.000
I would like to make improvements in my workplace.	3.92	3.98	4.62	4.70	.000
I would like to make improvements in the service we provide.	4.73	4.74	4.92	4.92	.003

Figure 3. Affinity diagram of comments made by participants in relation to organisational culture.

Table 3.: Breakdown of Employee Perspectives on the leadership of managers in relation to CI.

Question	No management responsibility	First line manager	Middle manager	Senior manager	H test
My organisation is always looking to improve and do better.	2.90	2.77	3.06	3.51	.000
My organisation has a clear approach to CI and I understand how to contribute.	2.31	2.16	2.54	2.99	.000
My manager encourages me to suggest improvements.	2.61	2.35	3.18	3.63	.000
If I suggest improvements, my manager listens and supports me in implementing the suggestion.	2.59	2.37	3.07	3.45	.000
My manager gives me time to implement improvements I suggest.	2.31	2.09	2.77	3.20	.000
I feel empowered and trusted to make improvements in the workplace and the services we provide.	2.17	1.96	2.58	3.25	.000

Table 4.: Breakdown of Employee priorities on working for organisation.

Question	No management responsibility	First line manager	Middle manager	Senior manager	H test
Most important factor in working for my organisation is a better work/life balance.	2.50	2.45	2.60	2.64	.182
Most important factor in working for my organisation is job security.	3.56	3.60	3.85	3.38	.001
Most important factor in working for my organisation is the public sector pension.	1.97	1.93	2.11	2.21	.306
Most important factor in working for my organisation is the training & development opportunities.	1.98	2.01	1.74	1.87	.132
Most important factor in working for my organisation is making a difference.	3.59	3.63	3.37	3.46	.569

Table 5.: Breakdown of employee preferences for reward & recognition.

Question	No management responsibility	First line manager	Middle manager	Senior manager	H test
I would prefer to be recognised for CI by financial reward.	2.65	2.62	2.70	2.99	.351
I would prefer to be recognised for CI by promotion prospects.	2.64	2.55	2.68	3.42	.059
I would prefer to be recognised for CI by lateral development.	2.27	2.22	2.41	2.52	.148
I would prefer to be recognised for CI by additional training.	2.95	3.09	2.81	2.39	.008
I would prefer to be recognised for CI by informal thanks.	2.65	2.69	2.53	2.18	.736

Figure 4. Themes from responded comments on opportunities to embed a culture of CI.

Figure 5. Themes from responded comments on barriers & challenges to embedding a culture of CI.