• Information Systems Review
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• v.20 no.2
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• pp.111-137
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• 2018

Considering the increase in health insurance benefits and the elderly population of the baby boomer generation, the amount consumed by health care in 2020 is expected to account for 20% of US GDP. As the healthcare industry develops, competition among the medical services of hospitals intensifies, and the need of hospitals to manage the quality of medical services increases. In addition, interest in online reviews of hospitals has increased as online reviews have become a tool to predict hospital quality. Consumers tend to refer to online reviews even when choosing healthcare service providers and after evaluating service quality online. This study aims to analyze the effect of sentiment score of healthcare service quality on hospital rating with Yelp hospital reviews. This study classifies large amount of text data collected online primarily into five service quality measurement indexes of SERVQUAL theory. The sentiment scores of reviews are then derived by SERVQUAL dimensions, and an econometric analysis is conducted to determine the sentiment score effects of the five service quality dimensions on hospital reviews. Results shed light on the means of managing online hospital reputation to benefit managers in the healthcare and medical industry.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.10
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• pp.4645-4652
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• 2012

Recently the demand for hospital care increased competition and a variety of new and expansion is a real situation that faced with a situation. These factors, in reality, the importance of the physical environment of the hospital soon for the hospital's survival and development, as well as the native functionality of the hospital to gain the core a competitive edge is being evaluated as a core competence. therefore this study aims to examine the effect of the physical environment of medical institutions on visits in patients satisfaction, worth of mouth and revisit intention. Some useful strategic materials derived from this study could be considerably useful to the managers of medical institutions. The results of this study are summarized as follows. First, the key elements which can decide the quality of the physical environment of medical institutions are accessibility, cleanness and convenience. Second, the perceived physical environment makes a positive influence on visits in patients satisfaction. Third, the more satisfaction the customers can perceive, the higher rises the worth of mouth. Fourth, the more satisfaction the customers can perceive, the higher rises the revisit intention.

• Journal of Nutrition and Health
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• v.49 no.1
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• pp.43-50
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• 2016

Purpose: This study was conducted to examine prerequisite-program performance of the hospital foodservice operation and develop measures for improvement of prerequisite-program performance. Methods: Data were collected through surveys administered to 168 hospital dieticians in the Seoul, Incheon, Gyeonggi-do, Daegu, and North Gyeongsang areas. Out of total questionnaires, 65 questionnaires were usable and the response rate was 38.7%. Statistical analyses were performed using the SPSS program (ver 20.0) for ${\chi}^2-test$ and one-way ANOVA. Results: According to the result of the prerequisite-program evaluation, the percentage of 'appropriate', 'needs to be improved', and 'inappropriate' was 44.6%, 47.7%, and 7.7%, respectively. The score for the 'inappropriate' group was significantly lower than that of the 'appropriate' group or 'needs to be improved' group on the food safety management (p < 0.001), preparation facility management (p < 0.001), water management (p < 0.001), and storage transportation management (p < 0.05) parts. Holding rate of foodservice facility and equipments in the 'appropriate' group were significantly higher than in the others on convection oven (p < 0.01), air conditioner (p < 0.01), three-compartment sink (p < 0.01), hot-holding equipment (p < 0.01), cold-holding equipment (p < 0.05), exclusive thawing refrigerator (p < 0.05), and sterilizer for sanitary shoes (p < 0.05) items. Conclusion: To improve the quality of hospital foodservice, foodservice managers and HACCP specialists should develop and implement a prerequisite-program and a HACCP plan considering the characteristics of the hospital foodservice operation.

• Journal of the Korean Dietetic Association
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• v.9 no.2
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• pp.128-137
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• 2003

The purposes of this study were to investigate the current status of contracted hospital food services and to find out the difference in accordance with the number of beds in hospitals. Thirty six hospitals having more than 100beds in Seoul, Inchon and Kyungkido were the subjects of this study. Data was collected through surveys. The survey was conducted during March and April in 2002. The Questionnaires were mailed to the 36 directors of dietetic departments of the hospitals and 36 managers of contracting patient food services. Statistical analysis was completed using SPSS Win(11.0) for descriptive analysis and t-test. The results of the study are summerized as follows; Ⅰ. Hospital perspective : The range covered by contract food service was 63.3% and 36.7% in hospital food services, and medical nutrition services. The patient and employee food services were in 83.3%, and patient food services were in 6.7%. The methods selecting contractors are general, limited, selected and competitive biddings, and private contracts. The responsibility for supervision of contract food services was the dietetic department (51.7%) in most cases. Hospitals having personnel responsible for contracting affairs were in 75.9% of the cases and 24.1% did not have personnel. The biggest reason for contracting was facilitation of personnel management. The most important criteria on selecting food services contractors was the professionality of the contractor. Ⅱ. Contractor's perspective : The cost per meal in the year 2001 was composed of 1,905 won for food cost, 1,081 won for labor cost, 222 won for expenses, 114 won for VAT, 14 won for rent and 146 won for miscellaneous or controllable expense, representing 109 won loss per meal. The profit-and-loss contract cost is higher than the fee-contract cost. The ratios of food cost, labor cost and expenses are higher and the ratios of miscellaneous or controllable expense, VAT, rent and profit are lower in hospitals with more than 400 beds compared with those less than 400 beds. However, no significant differences are present between these two groups of hospitals. The actual contract period was 2.2 years upon initial contract and 1.2 years upon renewal. The initial investment cost was 53 million won and the cost of renovation and repair was 8.5 million won. Significant differences were present between two groups of hospitals. The conditions of employment and number of personnel hired by contractors for contract patient food services were significantly different according to the number of beds.

• Journal of Korean Academy of Nursing Administration
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• v.5 no.3
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• pp.477-500
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• 1999

Korean labor market has showed remarkable change of the increase in the amount of unemployment and contingent employment since IMF bailout agreement. There is a theoretical position to explain this increase in contingent employment at hospitals with the notion of flexibility. The high flexibility of employment due to the increase of contingent employees is becoming very important part in new business strategy of hospitals. The types of contingent employment of the nurse are part-time employment temporary employment, fixed-term employment, and internship which was introduced in early 1999. Recently, Korean health care industry managers have paid attention to the customer oriented service, rationalization of business administration, service quality control so that they can adjust their business to outer environment. Especially their efforts concentrate on the wage reduction through efficient and scientific control of man power because wage shares about 40% of total cost. This dissertation aims at verifying the phenomena of the contingent employment of the nurse and analyzing the related factors and problems. To rephrase these aims in ordinal: First, verifying the phenomena of contingent employment of the nurse. Second, verifying the problems of that phenomena. Third, analyzing the related factors of the contingent employment of the nurse. To accomplish these research goals, a statistical survey was executed. in which 384 questionnaires-66 for manager nurses, 318 for contingent nurses - were given to nurses working at 66 hospitals-which have at least 100 beds-in Seoul. Among them, 187 questionnaires-38 from manager nurses, 149 from contingent nurses'- 'were returned. Then, the data coded and submitted to T-test, $X^2$ -test, variance analysis(ANOVA), correlation analysis, multiple regression analysis, Logistic Regression with SAS program. The research results of the contingent nurses are followings: 1. The average career term at the present hospital 8.4 months: duty-on days per month are 24.2 days: working time per day is 7.9 hours. These results showed little difference from regular nurses. 2. Their wage level is about 70% of regular nurses except for internship nurses whose wage level is 41% of regular nurses. To break down the wage composition, part-time nurses and internship nurses get few allowance and bonus. And contingent nurses get very low level of additional pay except for fixed-term nurses who are under similar condition of employment to regular nurses. These results show that hospital managers are trying to reduce the labor cost not only through the direct way of wage reduction but through differential treatment of bonus, retirement allowance, and other additional pay. 3. The problem of contingent employment: low level of pay; high level of turn-over rate: weakening of union; low level of working condition: heavy burden of work; inhuman treatment. The contingent nurses consider these problems more seriously than manager nurses do. What manager nurses regard problematic is the absence of feeling-belonged and responsibility of the contingent nurses. 4. The factors strongly related with the rate of the number of contingent nurses for the number of regular nurses; gross turn-over nurses; average in-patients per day; staring wage of graduate from professional college: the type of hospital ownership; the number of beds; the gap between gross newcomer nurses and gross turn-over nurses. The factors related with their gross wage per month; the number of beds; applying of health insurance; applying of industrial casualty insurance; applying of yearly-paid leave; the type of hospital ownership; average out-patients per day; gross turn-over nurses. The meaningful factors which make difference by employment type: monthly-paid leave; physiological leave. The logistic regression analysis using these two factors shows that monthly-paid leave is related with the type of hospital ownership; the number of beds; average out-patient per day, and physiological leave is related with the gross newcomer nurses; gross turn-over nurses; the number of beds.

• Quality Improvement in Health Care
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• v.1 no.2
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• pp.60-72
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• 1994

Background: The number of outpatients visiting large university teaching hospitals has increased drastically with the introduction of a nationwide health care insurance in 1989 and the improvement of the socio-economic status of the population. This resulted in long waiting times for services, particularly prescribed drugs, which have been patients' chief complaints. Hospitals have tried to solve the problem with limited success because their approach lacked comprehensive research. The objective of this study is to investigate associations between waiting times and variables defining a total work system. Methods: Data for the outpatient pharmacy department in a tertiary care university teaching hospital located in Seoul was analyzed to achieve the study objective. Associations of pharmacy system variables -- work load, work force, pharmacist work schedule, machine problems, and inventory control -- with mean and 99th percentile of waiting times were examined by the hierarchical stepwise regression method. Day was a unit of the analyses. Results: The regression models explained 65.8% of variance in the mean waiting time and 61.34% in the 99th percentile of waiting times. The break-down of the printer for drug envelops, Automatic Tablet Counters (ATCs), and main computer system lasted longer than 30 minutes increased the mean for 7.7 minutes, 4.5 minutes, and 7.0 minutes, respectively, and the 99th percentile for 14.8 minutes, 9.0 minutes, and 15.7 minutes, respectively. Concerning the work force, study results showed that there were significant differences in the productivity of pharmacists with work experience more than three years, one to three years, and less than one year, and showed that peak time aid work by pharmacists at job assignments other than the outpatient pharmacy, part-time pharmacists, and the installation of ATCs were effective in reducing waiting times, Finally, study findings indicated that the operational policy of work assignment and rotation schedule, supply and inventory of drugs at work tables, and readiness for undisrupted work during the work hours could have a significant effect on waiting times. Conclusion: The study results indicated that efforts to reduce waiting times for prescribed drugs should be geared toward every components of the pharmacy work system ranging from work schedule of pharmacists and supply of dugs at work tables. These findings should provide hospital managers with right directions in battling the problem.

• The Journal of Industrial Distribution & Business
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• v.10 no.3
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• pp.73-83
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• 2019

Purpose - This study is to clarify the structural relationship between the direct supervisor and organizational commitment and organizational citizenship behavior through mediation of the Leader-member exchange (LMX) in the hospital organization, and to confirm the mediating effect of the LMX. Through this study, we will provide basic data on the aspects of HR to enhance organizational immersion and organizational civic behavior in hospital organizations, and present suggestions on academic contribution and effective organizational operation measures. Research design, data, and methodology - This study is to investigate the relationship between authentic leadership and OC and OCB of the organization member, which is proposed to secure more active and high competitiveness in the recent changing medical environment, with multi-regression and B&K(1986) method. For this purpose, 653 employees of senior hospitals in Seoul and Kyeong-In area were surveyed using structured questionnaires. Each questionnaire was composed of 7-point scale, and each hypothesis was testified by multiple leaner regression and by BK method for testifying mediator effect. Result - As a result of the analysis, it was found that the male and non-medical staff had higher recognition level than the medical staff in the LMX, organizational commitment and organizational citizenship behavior. In the senior management or more than 5 years' experience group, organizational commitment and organizational citizenship behavior were recognized higher than the group of subordinate managers. Second, authentic leadership has a positive influence on LMX, organizational commitment and organizational citizenship behavior, and LMX has a significant positive impact on organizational commitment and organizational citizenship behavior. In addition, as a result of analyzing LMX mediating effect in the relationship of authentic leadership and organizational effectiveness by BK method, LMX had partial mediating effects between authentic leadership and organizational citizenship behavior, and between authentic leadership and organizational commitment. Conclusion - Results of the study confirmed that all the members of the hospital organization that were lacking served as positive factors for the relationships of authentic leadership and LMX, and authentic leadership and organizational effectiveness. It is expected that the hospital organization will be able to suggest such as the organizational approach to expect high organizational effectiveness centering on authentic leadership ability as psychological capital.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.1
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• pp.73-88
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• 1998

The management of nursing resource is very important. that is because nursing staff accounts for 30-40% of total staff in a hospital and nurses provide patoents with attentive service for hours daily. The continuous turnover of nursing staff. however, impedes the quality-oriented nursing care, which will consequently leads to the loss of human and material resource in competitive society. This study aimed to calculate nurse's activity and compare the activity amount based on career experience. Futhermore it aimed to find factors which would influence 'quality weighed direct nursing activity amount'. Questionnaires and check lists for this study were distributed to nurses in a suburban hospital outside of Seoul from October 20 to November 14. 1997. The nursing activities were calculated according to professionality. independency and working hour. And then it were accumulated by quality score. The collected data was analyzed by statistical methods as t-test, ANOVA, correlation, multiple regression. The results of this study were as follows ; Firstly, carrel' experience had no influence on the quality weighed nursing activity amount. But the quality level of service of skilled nurses was higher than that of new nurses. Secondly, career was a variable affecting the quality in nursing service. So career was positively related to the quality of nursing care. Patient's disease severity and number of patient were positively correlated with weighed nursing activity amount. But job satisfaction was negatively correlated v:ith the amount. Thirdly, the independent variables which had significant influence on the weighed nursing activity amount were disease severity and the number of patients, The severity score and number of patient were directly proportional to the weighed nursing activity amount. This results indicated· that weighed nursing activity amount was influenced by the number of patient and patient's disease severity. The quality score of nursing services for experienced members is higher than that of new staff. But both new and skilled staff showed no difference in the quality weighed nursing activity amount. Internal and. external environment influences nursing activities. The quality of nursing services is very important factor in nursing activity. Therefore nursing managers should make an effort to improve nursing care quality through continuous research. Also they should try to maintain experience nurses and assign nursing staff appropriately with patient's severity and other relevant factors being considered. The quality-improved nursing care in the hospital will strengthen hospital's competitiveness.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.1
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• pp.37-50
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• 1997

The purpose of this study was to identify the gap between need-level and demonstration-level in nursing managerial competencies. In addition, the study proposes solutions to narrow this gap. The results of this study are as follows : 1) The mean score for need-level of each item was 4.0, and for demonstration-level, 3.5. This indicates that military hospital head nurses demonstrate a higher level of managerial competencies than the moderate level on all items. But items which were related to resource/ cost/ information managament, staff development management and professionalism management got relatively low ratings in the need-level. 2) The mean score for need-level of each category was 4.14, and for demonstration-level, 3.53. Categories on the individual dimension got a higher rating than categories on the group or organization dimension in both need-level and demonstration level. 3) The gap between need-level and demonstration-level appeared in all items(p<.05) and categories(p<.001). Although the gap was relatively low, it indicates that it is essential to plan a developmemt program for all nursing management competencies for military hospital head nurses. 4) There were significant differences in the gap between need-level and demonstration-level according to specific characteristics of the subjects. The gap did not appear in many categories on the individual dimension where the number of nursing staff was more than 10, a major grade, ICU head nurse or for head nurses having a long career. 5) Need-level and demonstration-level showed a difference according to specific characteristics of the subjects, because need-level and demonstration-level were higher where the number of nursing staff was more than 10, a major grade, and for ICU or Medical ward head nurses. The categories which showed need-level difference and demonstration-level differences according to specific characteristics of the subjects existed almostly completely in the group and organization dimension. Gap-level differences according to the number of hospital bed existed in only two categories. 6) The general causes of the gap were indicated to be 'Knowledge/ skill/ experience deficit', 'Limitation of rules and systems/ Inappropriate organizational environment' for most items, categories, and dimensions. The results of this study indicate that extensive competency developing strategies must be developed, because a gap was found in all items and categories. Specially, there is a need to concentrate attention on competencies in the group and organizational dimension which had a wider gap level. And it is important to take an individual approach according to the cause for each gap. In order to produce effective competency developing strategies, top managers must have sinsights into the importance of nursing staff development and nursing officer's efforts to develop themselves must be achieved. Further multi-dimensional(education, personnel-policy, nursing/ organizational environment) solutions to the gap must be developed and utilized.

• Journal of the Korean Dietetic Association
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• v.6 no.2
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• pp.136-147
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• 2000

The aim of this research was to examine the management practices related to foodservice.clinical nutrition service provided by hospital foodservice operations. A survey of 30 hospital food nutrition service departments was undertaken and detailed information was collected from each, including surveys of 176 dietitians and 30 foodservice managers. Statistical data analysis was completed using the SAS/win 6.11 package for descriptive analysis and t-test. The results of this study can be summarized as follows : Out of 30 hospitals, 73.3%(22) were directly operated and 26.7%(8) were under contract foodservice management. Licensed number of beds were 768.7, with an average length of 11.4 days. The general characteristics of the dietitians were that 49.4% were aged between 25-29, and 60.8% were ordinary dietitians. 76.7% had bachelor's degree, 15.9% with master's degree and 7.4% were college graduates. Most hospital dietitians had internship training and 35.2% took a training course of 6 to 12 months. The average space of kitchen was 452.52 $m^2$, with 133.63$m^2$ for modified diet space and 18.13$m^2$ for nutrition counselling room space. The total number of normal meals was 1,255.47, with 502.93 of modified meals. The average calorie of normal meals was 2,145.04kcal, with 91.9g of protein contained in normal meal. The total food waste was 351.40kg. An average monthly cost for disposing food waste was 745,171.67 won. 83.3% of the kitchens were on the 1st basement and only 66.7%(20) of 30 hospitals had its own nutrition counselling room. 80% used dishwashers and 66.7% had an exclusive elevator for delivering meals. 80.0% of hospitals used centralized delivery service. 90% had established an area for hygiene division, 70% used dry zone within the dishwashers for sterilization, 66.7% provided spoon and chopstick, and 100% used dish cover. As means of food waste treatment, most hospitals(56.7%) used animal feed by contracters, followed by means of collection by contracters(30%) and in-house high speed fermentation machines(13.3%). It was found that only 33.3% hospitals regularly checked temperatures of the meals given to patients. Total productivity index was 3.72(meals/hour) in average, with an average productivity index for normal diet of 5.41. Average productivity index for modified diet was 4.62. Productivity indices for patient meals and clinical nutrition were 5.01(meals/hour) and 1.12(cases/hour) respectively and hospitals under self-operated foodservice management received higher points on clinical nutrition productivity index(P<0.01) than hospitals under contract foodservice management.