• Korea Journal of Hospital Management
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• v.21 no.3
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• pp.37-52
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• 2016

The purpose of this study was to analyze the job of Head hospital coordinators based on the DACUM(Developing A Curriculum) method. The contents of this study were to extract the duties, tasks and performance standards consisting of the job of a Head hospital coordinator and to investigate levels of importance, difficulties, frequency and entry level on each task, and to make out a job model of Head hospital coordinators. A DACUM committee(seven members) was composed to analyze the job of Head hospital coordinators and the committee members were totally nine : a facilitator, seven Head hospital coordinators and a recorder. This study was conducted in Seoul and Gyeonggi Province from August to December, 2015. The major findings of this study were as follows; first, a Head hospital coordinator is defined to be an expert to create values and culture of a hospital, plan and manage hospital's efficient management methods to maximize customer satisfaction and improve the management of a hospital. Second, the job of Head hospital coordinators was categorized into total nine duties and sixty eight tasks. Third, duties in the job of Head hospital coordinators were classified into organization of medical management planning, medical management analysis, medical service quality management, hospital marketing, hospital customer management, hospital human resource management, hospital organization management, hospital financial management and self development.

• Korea Journal of Hospital Management
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• v.14 no.3
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• pp.104-131
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• 2009

This study analysed what effects conscious role conflict and conscious self-efficacy have on job satisfaction for hospital coordinators working in medical institutions. In order to study this issue, questionnaires were distributed to 154 hospital coordinators. The results from analysing the effects of role conflict and self-efficacy on job satisfaction are as follows: 1) Role conflict and job satisfaction are negatively correlated. The mean score for hospital coordinators' role conflict was 2.82, which was lower than average. Among subfactors for role conflict, personal role conflict had a significant effect on job satisfaction, while role ambiguity had no effect on job satisfaction. 2) The mean score for hospital coordinators' self-efficacy was 3.42, which was slightly higher than average. Other mean scores were as follows: job attitude 3.83, interpersonal skills 3.54, administrative knowledge 3.30, and medical treatment knowledge 3.02. Among subfactors for self-efficacy, job attitude and adminstrative knowledge had significant effects on job satisfaction, while interpersonal skills and medical treatment knowledge had no effect on job satisfaction (p < 0.01). In conclusion various hospital administration techniques, related job training and education needs to be given when introducing a hospital coordinator in order to strengthen the competitiveness of medical institutions. The hospital coordinators need to clearly understand their role so that they can settle into the system at the hospital and develop their job environment.

• The Journal of the Korea Contents Association
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• v.13 no.12
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• pp.530-539
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• 2013

It is needed to provide a supplicated and standardized training program for hospital coordinators to boost their competencies as professionals. The purpose of this study was to propose a standardized training program for hospital coordinators especially trained at private institutions. Using DACUM method, with 11 professionals, we first developed competencies required for hospital coordinators. They were service mind, attitude, MOT(Moment of Truth) & phone-call etiquette, communication skill, customer behavior, basic medical terminology, insurance, computer skills, etc. Finally, we proposed a standardized training program for hospital coordinators which covers 16 subject areas.

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.27 no.3
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• pp.221-230
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• 2017

Objectives: This study was conducted to investigate general characteristics, job characteristics, characteristics of hospitals, and hospital coordinators, and to investigate the factors affecting the job satisfaction of medical workers. Methods: The data was collected through a self-reported questionnaire among 435 workers in plastic surgery and dermatology clinics in metropolitan city G. We investigated general characteristics, job-related characteristics, characteristics of medical institutions and hospital coordinators, job performance of hospital coordinators, and job satisfaction of medical workers. T-tests, ANOVA, correlation, and multiple regression analyses were conducted to investigate the factors related with job satisfaction. Results: The job satisfaction of the medical workers and the perceived job performance of hospital coordinators were $3.55{\pm}0.40$ and $3.74{\pm}0.43$, respectively. In multiple regression analysis, drinking frequency, number of night shifts, number of work days, and hospital coordinator introduction years were associated with the job satisfaction of medical workers. The more the overall job performance of hospital coordinators increased, the higher was job satisfaction(B=0.458, p<0.001). In detail, the more job roles(B=0.218, p<0.001), core competency(B=0.145, p=0.005), and leadership(B=0.099, p=0.037) increased, the higher was the job satisfaction of medical workers. Conclusions: The job satisfaction of the medical institution workers was associated with the perceived job performance of the hospital coordinator. In order to increase the job satisfaction of medical institution workers, a hospital coordinator with specialized job performance will be able to improve job satisfaction by carrying out efficient work in the medical institution.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.278-294
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• 1998

This study was planned to provide basic data for activating quality improvement by genera hospital with more than 400 beds across the country, of which 65 coordinators answered. Main results of the study are as follows.. 1. Job satisfaction and organizational commitment by individual characteristics were compared. It was revealed that the sense of self-efficacy was related to job satisfaction positively. But job satisfaction and organizational commitment by locus of control showed no significant difference. 2. In terms of the characteristics of QI activities, the active participation of QI coordinators in QI planning process and smooth communication among hospital staffs were showed positive relationship to job satisfaction significantly. 3. Also support system was proposed as most significant variable related to the job satisfaction and the organizational commitment of QI coordinators. Especially support to QI activities by CEO's, seniors, and other hospital staff was a factor to enhance the job satisfaction and organizational commitment of QI coordinators. 4. In the aspect of organizational culture, culture which were tendency to be recognized high autonomy in their work and organizational identity strongly and to operate reasonable compensation system were related to job satisfaction and organizational commitment positively. The more formalized climate, supportive communication, cooperative teamwork and promoting creative/risk take behavior, it showed the higher organizational commitment. 5. For the aspect of QI job characteristics, QI coordinators' job satisfaction was high when QI office was arranged for independent department which was exclusively in charge of QI activities and their role is exclusively in charge of QI. It can be concluded that organizational support in the aspect of relation and finance and efforts of encouraging their motivation and providing on the job training program are need.

• The Korean Journal of Health Service Management
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• v.3 no.1
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• pp.25-32
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• 2009

The goal of this paper is to estimate firm performance of hospital coordinators through a survey on employees of medical institutions placed in Busan and Ulsan. The survey for this paper is constituted by 34 questions of 4 groups related to firm performance, qualification requirement, general fact and a certificate of qualification. The survey was carried out from September 12th, 2008 to September 24th 2008 and 388 question sheets collected finally and used for result analysis. In the result analyses related to hospital coordinator and firm performance, we found some principal outcomes such that 88.6% of respondents approved that hospital image by patients and customers is raised, 87.7% of respondents approved that degree of patient's satisfaction on hospital services is raised, and 81.5% of respondents approved that employees recognized importance of services on customers, by hospital coordinators. In the result analysis on differences in firm performance by presence of a certificate of qualification for hospital coordinator, there were meaningful differences in degree of patient's satisfaction, financial performance and degree of employee's recognition on importance of services. From the all of the above results, we verified that establishment and improvement of educational process for hospital coordinator should be performed through researches on degree of patient's and costumer's satisfaction for hospital coordinator, degree of hospital coordinator's satisfaction for the job and surveys of requirements from related industry.

• Journal of Korean Clinical Nursing Research
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• v.20 no.2
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• pp.246-255
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• 2014

Purpose: Along the process of organ transplantation, coordinators perform complex professional roles, playing as a key person among recipients, donors, family members and medical staffs. The purpose was to analyze the tasks of organ transplantation coordinators using DACUM method and to establish the basis for standardizing them in accordance with relevant laws and systems. Methods: Participants were consisted of 78 transplantation coordinators working at the medical centers in Korea. The questionnaire was administered to analyze the criticality, difficulty and frequency of task elements. Results: The job of organ transplantation was classified into five duties, 13 tasks, and 84 task elements. The five duties were recipient management, donor management, organ donation activation management, organ transplantation administration, and professional capability development. On the four-point scale: donor management was the duty with the highest criticality (3.68), organ donation activation management was the duty of highest difficulty (2.96), and recipient management was the duty of the highest frequency (3.32). Conclusion: This study will be useful for developing an educational program and as a reference of nurse practitioner qualifying examination. It is necessary to develop a comprehensive educational program for transplantation coordinators in order to support them to take their complex roles successfully.

• Journal of Korean society of Dental Hygiene
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• v.6 no.4
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• pp.437-453
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• 2006

To analyze dental hygienists and other manpower at dental care service institutions where a dental coordinator was working among about 200 dental care service institutions in Seoul, Gyeonggi Province, and Incheon as of June 2005 for contents of training for dental coordinators, opinions of qualification of dental coordinators, present and future services provided by dental coordinators, and awareness of dental coordinators and to provide basic data about future services, roles, and cultivation of dental coordinators, a survey was conducted and 216 copies returned were analyzed, obtaining the following results. 1. 83.8 percent needed an educational program for dental coordinators as an educational content; 41.7% had awareness of the educational content; and 83.8 percent insisted that over the intermediate level of curricula should be taken. Dental coordinator cultivation institutions identified included the institution under the control of the Korean Dental Hygienists Association and the education center for the department of dental hygiene; 76.9% insisted that an appropriate qualifying examination should be necessary. They suggested the central government department and the local government as a certification institution; 39.4% insisted that financial support for the education should be provided by financing education alone. Only 28.7% experienced dental coordinator education and 73.1% hoped to serve as a dental coordinator. They were found to expect a rise in payment(64.4%) and in the title(46.8%) after completion of the educational program. 2. 66.2% saw a dental hygienist as the most appropriate for a dental coordinator; clinical career (39.4%) and practical capacity(29.2%) were suggested as requirements for a dental coordinator; and a period of over three years(47.2%) was suggested for appropriate dental career. 3. Dental coordinators' present services included 'reservation management' for customer management, 'staff service training' for organization management, 'understanding of customer reception attitudes and actions' for self-management, 'hospital information management' for hospital marketing, 'acceptance' for hospital affairs management, and 'hospital environment management' for hospital facilities management; their future services included 'acquisition of ability to use a foreign language' for self-management, followed by 'staff service training' for organization management, 'training and counseling' for customer management, 'acquisition of counseling capacity' for self-management, 'complaining customer reception' for customer management, and 'marketing strategy implementation' for hospital marketing. 4. After comparing dental hygienists and other manpower in terms of dental coordinators' future services, dental hygienists showed interest in 'acquisition of ability to use a foreign language,' 'staff service training,' 'complaining customer reception,' and 'acquisition of counseling capacity' while other manpower showed interest in 'acquisition of ability to use a foreign language,' 'document data management,' 'acquisition of basic service manner,' 'acquisition of counseling capacity,' 'manpower management,' 'establishment and evaluation of a marketing strategy,' and 'education and counseling.' 5. As for awareness of dental coordinators, they were thought of as helpful in improving image of a dental clinic; it was found that continuous training should be necessary to develop dental coordinators' capacity; dental coordinators' services should be important and contribute to patients' qualitative satisfaction.

• Journal of Korean Academy of Nursing
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• v.51 no.6
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• pp.758-768
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• 2021

Purpose: This study aimed to conduct a job analysis of nurse carecoordinators and to identify the frequency, importance and difficulty of each task of their job. Methods: A committee for developing a curriculum (DACUM) was formed and members of the committee defined nurse care coordinators' jobs and enumerated the duties, tasks and task elements by applying the DACUM technique. Then nurse care coordinators enrolled in the pilot project evaluated the frequency, importance and difficulty of each task. Results: From the job descriptions of nurse care coordinators, we identified 12 duties and 42 tasks. Each task comprised 1~5 task elements. Among tasks, 'assess the patient's general health status' was carried out most frequently. Nurse care coordinators perceived that 'check vital signs' and 'strengthen patient competence to promote health behaviors' were more important than all other tasks. The most difficult task was 'develop professionalism as a nurse care coordinator'. Conclusion: The nurse care coordinators' roles developed in this study will serve as the key guidelines for human resource management of care coordinators. Further, job specifications for nurse care coordinators need to be developed, which is necessary for designing education and training programs. We also need to integrate primary health care as an essential component in nursing education.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.224-237
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• 1998

Background : This is an investigative study to analyse the importance of works perceived by Quality Improvement(QI) Coordinators and to evaluate their current work performances using the questionnaires developed by the investigator. Methods : The data were collected from 37 subjects over two weeks period from Oct. 1 to Oct. 17, 1998 and analysed by the descriptive statistics of SPSS program. The items of questionnaire are consisted of 13 work domains including 73 activities based on Quality Management(QM) Coordinator's job description of National Association for Healthcare Quality:data collection & analysis, communication, monitoring, evaluation, accreditation, tool development, policy development, program development, self development, education & trainning, system design, planning, and consultation & support. Results : 1) Of the performances in 13 work domains, the frequencies of the work performed were accreditation(89%), planning(88%), communication(83%), data collection & analysis(82%), monitoring(76%), policy development(72%), consultation & support (71%), education & trainning(70%), self development(68%), evaluation(63%), tool development(61%), program development(44%) and system design(43%) in order. 2) For the importances (1=not important, 5=very important), the policy development(4.46) scored highest then monitoring(4.42), planning(4.41), education & trainning(4.38), communication(4.35), evaluation(4.34) tool development (4.30), data collection & analysis(4.29), program development(4.22), consultation & support(4.22), accreditation(4.15), self development(4.05) and system design(3.98) in order. 3) There was a difference between the work performance and the perceived importance. The results showed the low performances in policy development, monitoring, education & trainning and evaluation which ranked high by the perceived importance and the high performances in accreditation, data collection & analysis, self development, communication and consultation & support which ranked middle to low by the perceived importance. 4) The reasons for low performances of QI Coordinators were the lack of clear assignment for the responsibility and allowed authority for work to QI Coordinators(30.8%), insufficient member of QI Coordinators(13.9%), lack of hospital director's interest(11.5%), low motivation of QI Coordinators (10.6%) and insufficient knowledge & experience of QI Coordinators (8.8%). Conclusion : Most works were perceived important by QI Coordinators, but there was a difference in the work performance. The works performed over 70% were related with accreditation, data collection & analysis, communication, planning and monitoring, on the other hand under 50% in performances were related with system design, program development, tool development and evaluation.