• Journal of the Korean hospital association
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• v.33 no.1 s.287
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• pp.49-55
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• 2004

• Journal of the Korean hospital association
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• v.34 no.6 s.298
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• pp.38-48
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• 2005

• Proceedings of the Korean Society of Health Policy and Administration Conference
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• 2006.11a
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• pp.161-175
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• 2006

• Proceedings of the Korean Society of Health Policy and Administration Conference
• /
• 2006.11a
• /
• pp.176-194
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• 2006

• Proceedings of the Korean Society of Health Policy and Administration Conference
• /
• 2006.11a
• /
• pp.195-210
• /
• 2006

• Proceedings of the Korean Society of Health Policy and Administration Conference
• /
• 2003.05a
• /
• pp.61-78
• /
• 2003

• 한국보건간호학회:학술대회논문집
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• 1997.12a
• /
• pp.45-45
• /
• 1997

• The Journal of the Korean dental association
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• v.43 no.9 s.436
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• pp.564-565
• /
• 2005

• Proceedings of the Korea Contents Association Conference
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• 2008.05a
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• pp.352-355
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• 2008

I argue that the National University Hospital has to take its responsibility as the third health care service center for leading other public health care corporations, as well as its responsibility for educating, researching, and serving as a health center, as it written on its act of incorporation. As its management system had changed from a state-owned enterprise system to a self-supporting accounting system of a special corporation, the National University Hospital has pursued more heavily upon the profitability without showing any differences with the private university hospitals, even though the National University Hospital is a state-owned and public health care corporation. Therefore, after I have specifically analyzed the correlation between public service and profitability in a National University Hospital, I present my ideas on how to assign the public health care responsibilities to the National University Hospital in the current situation of pursuing heavily on profitability. Also how to partake in the service roles of the National University Hospitals in harmony with other health care corporations, and how to balance public service and profitability in the National University Hospitals.

• Journal of agricultural medicine and community health
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• v.34 no.3
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• pp.303-315
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• 2009

Objectives: This study, as for activating measures for capable medical physicians to penetrate into the public health sector, is to provide a basic informations which are used for the enlargement of human resources of physicians in the public health sector, by investigating the perception of physicians, who are now working in the public health center, on the training and development of physicians in the public health sector. Methods: The subjects of this study were 126 individuals. The data was analyzed by frequency analysis using SPSS ver. 17.0K. Results: According to the investigation of 'how to support physicians in public health sector', the necessity of almost questions is considered to be important. Especially, regarding to investigation on 'obstacles of physicians' entrance to public health sector', 'relatively low salary' and 'lack of promotion chances' were thought to be considerable. The most significant education programs to work for public health sector is to improve the ability of health administration planning and service performance. Conclusions: The important methods to reinforce and easily obtain the human resources of physicians in public health sector are not only to improve the penetration of physicians to public health sector, but also to enhance the ability of present physicians, even though sufficient recruitment of physicians is essential.