This study examines the statistical relationship between medical specialists and managerial performance, using regression analysis with the number of medical specialists per 100 beds as the independent variable and the managerial performance index as the dependent variable. Managerial performance index incorporated the number of out-patients per specialist, the number of in-patients per specialist, the volume of revenue per specialist, the number of beds per specialist, and the average length of stay. To compare different groups of hospitals, dummy variable was applied to five groups of hospitals according to size: 100-299 beds, 300-599 beds, 600-899 beds, 900-1199 beds, and more than 1200 beds. The data consisted of 181 general hospitals with more than 100 beds, which included 28 public hospitals, 73 corporate hospitals, 64 university hospitals and 16 private hospitals. Of those, 87 hospitals were located in big cities and 94 hospitals in medium to small cities. This study used hospitals from the Korean Hospital Association, and data published in 2004. The collected data sample was analyzed using the SPSSWIN 12.0 version, and the study hypothesis was tested using regression analysis. The findings of this study are summarized as follows: Hypothesis 1 predicting a negative effect of the number of medical specialists on the number of out-patients per specialist was supported with statistical significance. The analysis of dummy variable showed causality in all the hospital groups larger than the group of 100-299 beds. Hypothesis 2 predicting a negative effect of the number of medical specialists on the number of in-patients per specialist was supported with statistical significance. The analysis of dummy variable showed causality in the hospital group of 300-599 beds when compared to the group of 100-299 beds. Hypothesis 3 predicting a negative effect of the number of medical specialists on the volume of revenue per specialist was not supported. However, the analysis of dummy variable showed that the volume of revenue per specialist increased in the hospital groups of 600-899 beds, 900-1199 beds, and over 1200 beds, when compared to the group of 100-299 beds. Hypothesis 4 predicting a negative effect of the number of medical specialists on the average length of stay was supported with statistical significance. The analysis of dummy variable showed causality in the hospital group of 300-599 beds, when compared to the group of 100-299 beds. Results of this study show that the number of the medical specialists per 100 beds is an important factor in hospital managerial performance. Most hospitals have tried to retain as many medical specialists as possible to keep the number of patients stable, to ensure adequate revenue, and to maintain efficient managerial performance. Especially, the big hospitals with greater number of beds and medical specialists have shown greater revenue per medical specialist despite the smaller number of patients per medical specialist. Findings of this study explains why hospitals in Korea are getting bigger.

This research focused on a total of 378 patients with external injuries under the age of 14 who visited the emergency center at a university hospital in Korea, during the months of January, April, August and November between January and December of 2007. In addition, the survey was conducted only on even number days and ranged across the whole year to reflect the impact of seasonal characteristics on the collected data. The research focused on determining the characteristics and inflicting cause of these patients with external injuries, analyzed the total time spent in the emergency room and obtained the following results. 1. When classifying the patients into different genders, the proportion of males (67.5%) was higher than that of females (32.5%). According to the different age groups, the highest ratio, at 61.1 %, was patients under the age of six. 2. Looking at the total number of minutes spent in the emergency room, the longest amount of time occurred during April with 162.7 minutes, followed by 121.9 minutes in January and 92.4 minutes in November. August had the shortest period of time spent in the emergency room, a significant statistical difference from the other periods of the year (p<0.001). 3. Regarding the amount of time required for each examination, patients required to provide a urine test spent an average of 204.7 minutes while those who did not spent 113.5 minutes on average. This is a 5% statistical difference among the two groups (p>0.05). 4. Looking at the five most commonly diagnosed problems in the emergency room, the total number of people with these top five commonly diagnosed illnesses comprised 55.6%, or 210 patients out of 378. 5. Utilizing the Decision Tree Model to estimate the total number of minutes required per visit, the first classifications were made using a chemical examination factor. People subject to chemical classification spent an average of 177.7 minutes, which was longer than the overall average of 115.2 minutes, and those exempt from chemical examination spent an average of 103.8 minutes, which was shorter than the average Conclusion; Effort to curtail the total time spent in emergency rooms is vital in guaranteeing efficient management of hospitals and providing medical services. The delay experienced by many comprehensive professional medical centers must be resolved through the establishment of effective delivery of medical services, increased supply of patient rooms and other policy oriented implementations. However, for now, this problem must be resolved by increasing the level of patient satisfaction and guaranteeing effective operation of patient rooms, which will significantly contribute to the general management and success of hospitals and institutions.

Main objective of this study is to investigate the factors that affect the reduction and recovery rate of hospital health insurance review departments of Korean tertiary hospitals, general hospitals and hospitals. A nationwide mail survey was conducted through structured questionnaire for chiefs and members of health insurance review departments of 178 hospitals, and data from 1,064 respondents were utilized in the final analysis. Major findings are as follows: 1) Monthly average reduction rate of surveyed hospitals was 1.18% for inpatients and 0.56% for outpatients. Also, average recovery rates from protests were 45.7% and 53.6%, respectively. 2) Average ages of health insurance review department employees were 41.5 for chiefs and 34.9 for members, and their average working period was 6.64 years. 69.1% of the respondents felt stress in their jobs, and they suggested 'communication problems with doctors' along with 'heavy workloads' as major reasons for the stress. 3) Reduction rates decreased and recovery rates increased when separate member in charge was assigned to each medical department, when health insurance review departments periodically provided medical parts with related education, and when the members participated in various committees.

The purpose of this research is to identify causalities among service quality, service value, customer satisfaction and customer loyalty and to compare the causalities between in-patients and out-patients. A multi-group structural equation model was used to test the hypothesis of conceptual model. Empirical results indicate that two factors such as assurance and empathy have direct impact on service value and customer satisfaction in both the patients. In the results of multi-group comparison test, however, the path coefficients from service value to customer loyalty and from customer satisfaction to customer loyalty were different across the two groups. In out-patients, customer loyalty is more positively related with service value. In in-patients, customer loyalty is more positively related with customer satisfaction. It is proven that service quality influences customer loyalty. Therefore To compete successfully in today's volatile & competitive medical markets, the hospital needs to manage the service quality, considering the type of patients.

Japanese national health expenditure was 8.0% of GDP in 2004, and it was lower than average of OECD countries. But it has increased rapidly in recent years. Japan has relatively many acute care beds and high-price medical equipments, and the average length of stay is long. Japanese government is trying healthcare reform to contain healthcare expenditure, increase the efficiency of management and improve the quality of healthcare. As healthcare policies for hospitals such as DPC (Diagnosis Procedure Combination) for acute care beds, reduction of long-term care beds, and functional differentiation and liaison among healthcare institutions are implemented, the number of hospitals in financial difficulties is increasing. The serious situation urges hospitals to adapt to changes and search new directions of management. They need to establish and implement appropriate positioning strategy, and increase management efficiencies. Korean healthcare system has similarities with Japanese in many aspects. The recent reform and changes in Japanese healthcare system and hospitals give suggestions to Korean hospitals as to how they can prepare for environmental changes and improve management.

The objectives of this study were to inspect how the law effected on hospital employment system and which policy and strategy are needed to cope with the present situation as the law regarding irregular workers law has enacted for a year. To grasp the changes of employment style in hospital, 56 hospitals among 311 general hospitals were questioned in this study. And employment policy and strategy were developed by referencing examples of developed nations and other industries. The survey showed that the wage and welfare level of irregular workers in hospitals was improved compared to that in the other industries. But there were still much discrimination between regular and irregular workers. The policy direction of government is, first of all, to follow the principle of equal treatment to equal value of labour. The first feasible policy is to enforce social security. The second one is an employment promotion policy which reduces or exempts hospitals employing irregular workers from tax and insurance fee. The third one is to extend employment contract period to 3 years. and finally there are policies to permit more dispatched jobs and to expand the social insurance coverage. The strategies to solve the problem of irregular workers are as follows; 1) performance wage system, 2) guaranteeing employment by unlimited contract, 3) creating new category of workers, 4) the wage system of management by object, 5) the method of job classification. This study has a meaning in the point that it was studied on hospital which is special industrial part and analyzed the changes after enacting irregular workers law and presented management strategy for countermeaure program. In this study, it was expected to contribute to decisions-making in hospital management, especially when using human resources.