• Journal of the Korean Dietetic Association
• /
• v.18 no.4
• /
• pp.326-343
• /
• 2012

This study has attempted to collect actual spot's opinions and analyze importance-performance of indicators for the evaluation of hospital nutrition department. The results of this research were as follows: first, the average score of self-estimated performance was 3.75 based on a 5-point scale. The degrees of importance of hospital foodservice and nutrition department management were in the range of 3.71~4.85 out of 5.0 and the mean importance degree score was 4.37. Second, the average score of self-estimated performance in each category was significantly higher in the case of general special hospital compared to general hospital. Especially average performance score of nutrition management in the general special hospital was higher than that of general hospital (P<0.001). The average performance score of the hospital with more beds was significantly higher than that with less beds. Contract managed hospital's score was significantly higher than that of self-operated hospital in two categories, "facilities management" and "nutrition management" (P<0.05, P<0.01). In foodservice and nutrition management of task-separated hospitals, the average performance scores were significantly higher than those of not-separated hospitals (P<0.01, P<0.001). Third, according to the importance-performance analysis of recognition about indicators for the hospital nutrition department's operations evaluation, 'foodservice facilities management' and 'foodservice sanitation management' were in 'doing great', 'nutritional management' and 'operational management' were in 'low priority', and 'other foodservice management' was in 'overdone'. In conclusion, there's a need for institutional specific standards of sanitation for Korean hospital foodservice.

• The Korean Journal of Health Service Management
• /
• v.12 no.1
• /
• pp.1-11
• /
• 2018

Objectives : The purpose of this study was to identify the relationship between decision-making types, public entrepreneurship, and performance management of local public hospital directors. Methods : A questionnaire survey was carried out to assess the dependent variables of directors' decision-making types and public entrepreneurship. The analysis of management performance was carried out through a comparison between 2016 results of, data of variation rate on medical revenue and change rate on medical profit and results in 2015. Results : Results indicated that local public hospital directors who used rational decision-making showed better performance management. The analysis showed that enterprise had a greater positive effect (+) on variation rate of medical revenue than that of innovation. However, innovation had a higher positive effect (+) on change rate of medical profit than that of enterprise. These results suggest that innovation and enterprise have a major influence on performance management. Conclusions : The survey used for this study suggests that an education and training program is needed to improve public hospital directors' ability for rational decision-making, public entrepreneurship and performance management. Additionally, the policy change guaranteeing autonomy within the proper range is demanded that Local Public Hospital Director having spirit of innovation and enterprise achieves peak capacity and have responsibility for management.

• The Korean Journal of Health Service Management
• /
• v.6 no.2
• /
• pp.133-140
• /
• 2012

This research analyzes on the difference of the management performance in public health care institution, especially between provincial medical center and national university hospital. The meaningful results of this study as follow. First of all, management performance was showed the loss in both of provincial medical center and national university hospital. but national university hospital is superior to provincial medical center in management performance. Secondly, It is noteworthy that social working expenses have influence on national university hospital. Finally, It shows that personnel expenses are the most important factor in the management performance in public health care institution. We hope that these results will be useful in the performance management of public health care institution.

• The Korean Journal of Health Service Management
• /
• v.6 no.4
• /
• pp.111-120
• /
• 2012

This research analyzes on the factors and difference of the management performance in general hospital. In details, we provide that personnel expenses, materials costs and administrative expenses have impact on management performance in general hospital and these factors have differences by region and sickbed size. The meaningful results of this study as follow. In the first, personnel expenses ratio influence management performance but materials costs ratio and administrative expenses ratio are only partially impact for the management performance. Secondly, in the management performance by region, there are no significant differences between the two groups of the big city and small and medium-sized cities. In personnel expenses ratio, materials costs ratio and administrative expenses ratio, The materials costs ratio is significant difference but ersonne expenses ratio and administrative expenses ratio have no significant difference. Finally, there's no significant difference between the hospital size and management performance. But this study provide that there is partially a difference between personnel expenses ratio, materials costs ratio and administrative expenses ratio and the hospital size.

• Korea Journal of Hospital Management
• /
• v.24 no.2
• /
• pp.23-37
• /
• 2019

The purpose of this study was to investigate the effect of fairness, culture, and service points on organizational management to maximize the ability of organizational members. The subjects of the survey were selected from major hospitals, small and medium hospitals. A total of 500 questionnaires were distributed, but 404 (80.8%) were used for the final analysis. The SPSS WIN 20 program was used to analyze the collected data. The following conclusions were obtained. First, in this study, organizational fairness did not show any general difference, and fairness was obtained with relatively high scores. In terms of improving organizational culture, size of hospital there is a statistically significant difference. the larger the organization, the more the organizational culture needs to be improved. Organizational fairness were significant differences in service encounter points and size of hospital. Second, the correlation between fairness, organizational culture improvement, service contact point and management performance showed a very positive correlation. Third, fairness has no effect on business performance. However, in this study, organizational culture improvement and service contact points are statistically significant and positive (+) influence on dependent variable management performance. Therefore, in order to improve the organizational culture of the hospital, it is necessary for the CEO to the vision, core, to discuss and make a reasonable plan. In order to actively cope with rapidly changing hospital environment, it will be necessary to positively support the of new medical market and the increase of market share.

• Health Policy and Management
• /
• v.22 no.1
• /
• pp.109-128
• /
• 2012

The purpose of this study is to analyze the performance difference between multi-hospitals and free-standing hospitals. Scholars in industrial economics argue that, due to economies of scale and integration, multi-hospital system may have a better performance compared to freestanding hospitals. The study overturned the hypothesis based on a theory. By analyzing 425 acute-care hospitals in Korea, this research shows that multi-hospital systems and market factors, which have been perceived to be strengths to hospitals, are negatively related to hospitals' financial performance. Specifically, the results showed a better performance of freestanding hospitals compared to multi-hospital systems. Higher labor and administrative cost by multi-hospital system may be the reason for the difference, and it means they are not more effective at cost control. Managers in multi-hospital system, therefore, should pay attention on cost-reducing issues to regain managerial efficiency of organizations.

• Journal of Digital Convergence
• /
• v.6 no.4
• /
• pp.13-23
• /
• 2008

Changed the business environment, private sector focuses on the performance management, so to manage the performance he uses BSC that overcomes the limitation of financial indicators. Also, it is getting emphasized to evaluate the performance about services that the public sector provides and obliged for the public sector to be responsible for managing and improving its performance as the private sector has been doing. But lacks of knowledge and experience on performance management and evaluation are blocking the public sector from introducing and implementing new performance management systems. To solve those problems, this study has derived general guidelines and KPIs that public sector should keep in mind when BSC is introduced new management system. This study focused on the public hospital which is the performance management and evaluation system of Government administration.

• Journal of Information Technology Applications and Management
• /
• v.21 no.2
• /
• pp.81-98
• /
• 2014

Recently, due to external environment like the changes in health policy and various healthcare accreditations, along with hospital's internal efforts to improve the quality of medical services, demands for the development of medical information systems are increasing. Some examples are clinical information like DUR (Drug Utilization Review), CVR (Critical Value Report), and automatic benefit processing by treatment purposes, or hospital DSS (Decision Support System) on overall medical practice. Such systems act as a guide in making clinic judgments during practice or in other medical practice, and their effects on the medical treatment improvements are being proven by previous studies. In the reality of increasing attention in the effects of medical treatment improvement, studies related to hospital DDS were mostly focused on clinical, technical, and engineering points of view, and studies focusing on the user viewpoint are very limited. In order to verify the effects of DSS on practice improvements and hospital's management performance, this study used a research model constructed to verify how SERVQUAL of hospital DSS affects hospital management performance in BSC (Balanced Score Card) point of view. To empirically verify the research model, a questionnaire was conducted on the basis of "K-University Hospital's DSS" on clinicians and hospital employees related to system development, and the relationships between the factors were analyzed through path analysis. As a result of path analysis, excluding reactivity, tangibility, confidence, reliability, empathy among service qualities, had partially significant effects on management performance factors (learning and growth, internal process, financial affairs). This study is to prepare the theoretical ground on the management performance analysis of hospital DSS, and suggest the service quality of the system that should be considered in the planning and development stages for improved system.

• Journal of Digital Convergence
• /
• v.12 no.1
• /
• pp.431-443
• /
• 2014

The purpose of this study was to grasp which effect the healthcare accreditation has on hospital employees' satisfaction level and hospital management performance by comparatively analyzing between accreditation hospital and non-accreditation hospital. As for difference in hospital employees' satisfaction level according to accreditation system, the incentive payment and pride of own task at the accreditation hospital and the hospital management effect were indicated to have positive(+) influence with statistically significant difference upon the item such as accuracy of task performance owing to the business standardization. It was indicated that hospital employees' satisfaction is high at the accreditation hospital and that the higher satisfaction level leads to having influence upon the effect of hospital management. What a country differentiates medical bill or supports medical equipment for medical institution that acquired accreditation is considered to be a plan for activation that can allow non-accreditation hospitals to be able to participate positively in the voluntary accreditation system.

• The Korean Journal of Health Service Management
• /
• v.9 no.1
• /
• pp.1-16
• /
• 2015

This study intended to measures for high performance and for identifying competitive advantages by examining the relation between the competence and performance of the first special hospitals for which the law has now been in effect for 3 years. Furthermore, the members of special hospitals were also surveyed on measures to improve the special hospital system in order to activate it. A total of 80 special hospitals participated in this study, and 171 people responded to a survey on the special hospital system. According to the results of the multiple regression analysis the relation between the competence and performance after establishing a hypothesis that special hospital competence would have an effect on organizational performance, member competence and hospital business management competence significantly had a positive (+) effect on internal performance, and marketing management competence significantly had a positive (+) effect on external performance, which partially supported this research hypothesis. Moreover, according to the results of survey on the special hospital system, the policy thought to be the most important by special hospitals was reasonable fee system reform, followed by granting incentives.