• The Korean Journal of Health Service Management
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• v.5 no.1
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• pp.147-158
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• 2011

This study compares the degree of satisfaction and the causes of selecting facilities for stroke patients in the senior specialized hospitals and other senior care facilities. The research results are followed. First, The patients who held the level of senior long-term care used senior specialized hospitals, while the patients who had the level of 2 or 3 degree used senior care facilities. The patients helped by cooperative care service used senior care facilities, and the patients helped by private service or family service used senior specialized hospitals. Second, The patients in senior specialized hospitals had affirmative attitude for their service system, while the patients in senior care facilities preferred their various service systems. In the satisfaction of the facilities, the patients in senior care facilities felt more satisfaction to staff, environment, service, and other factors than the patients in hospitals did. Third, in the result of logistic analysis, the patients had an affirmative attitude in case that they had spouse, experience of senior specialized hospitals or senior care facilities, without senior long-term care insurance. They also valued the service standard and the staff quality. As this study points out, the overall preference is higher in the senior care facilities. So, the stroke patients recognized the new role between the hospitals and the facilities after the establishment of long-term senior medicare system. This research had some limitation for the research areas and numbers. So the data analysis for the types of facility and the responses may not be generalized. However, the standard of choosing facility and satisfaction will be a guideline for establishing a new future role between hospitals and facilities. This result will be used as a basic data for the renovation of long-term senior medicare insurance.

• Journal of Pharmaceutical Investigation
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• v.13 no.1
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• pp.23-35
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• 1983

Since the national health insurance was introduced in 1978, the increased utilization of hospitals and the growing importance of pharmaceutical services to hospital patients have made the administration of these services a very complex and specialized responsibility. The pharmaceutical services has always been an essential component of comtemporary hospital care. In the hospital, the pharmaceutical services is the professional department which concerns itself with the evaluation, selection, control and utilization of drugs. The director of this service must be a versatile professional person who can work effectively in a heterogenous society of educated persons. However, graduate education in hospital pharmacy has not been introduced yet in Korea. The necessity of graduate education hospital pharmacy has been discussed in this research. Graduate education in hospital pharmacy emphasizes preparation for assumption of responsibility as the senior hospital pharmacist or the director of pharmaceutical services. Graduates should also be prepared as administrators of a department that must operate with great efficiency. They should be prepared serve as a consultant on drugs for the medical and allied health professional staff, organizing and disseminating a large and dynamic body of information in their interest and to establish professional roles that emphasize procurement, storage, manufacturing, packaging, distribution, control and evaluation of drugs. Senior hospital pharmacist is a teacher charged with responsibility fer formal and informal instruction of other hospital personnel in pharmaceutical sciences. In addition, the graduates have the opportunity to be a researcher dealing with aspect of hospital care and are intensively educated in the professional aspects of hospital pharmacy practices. The curriculum of graduate education in hospital pharmacy should be established detailly and carefully to fit the educational objective.

• Journal of Digital Convergence
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• v.19 no.2
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• pp.307-314
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• 2021

This study was to analyze the satisfaction and intention to recommend a hospital for spinal and joint patients. Using a structured questionnaire at a spinal and joint hospital in Seoul in 2019, and the relationship between demographic and social characteristics and patient satisfaction, factors influencing hospital satisfaction, and recommendation intention were analyzed. In outpatients, hospital satisfaction was higher in neatness and cleanliness of staff, kindness and facility environment comfort, and hospital satisfaction was low in questions related to waiting time. In inpatients, women's satisfaction was higher in the nursing and hospital environment areas. The correlation analysis between the satisfaction and the willing to recommend, there was a positive correlation. In the sub-analysis, hospital satisfaction was higher in the group that responded with respect and courtesy, listening, satisfaction of the nurse, hospital cleanliness and safety. This study is can be used to improve the quality of hospital care services in related hospitals.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.2
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• pp.405-412
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• 2018

The budget is an essential tool for the systematic management of the organizational performance and for diagnosing the status of an organization. Effective budget execution is important to hospital management due to the nonprofit nature of hospitals. On the other hand, there are few studies regarding the budgetary slack of hospitals in Korea. The purpose of this study was to investigate the effects of the university hospital budgeting system characteristics on the budgetary slack. For this purpose, the data from 118 staff of a university hospital located in Seoul were collected by self-administered surveys. Frequency analysis, correlation analysis, and multiple regression analysis were carried out using Stata Ver. 14. The main results of this study were as follows. First, information asymmetry has a positive influence on the budgetary slack. Second, budget feedback and budget motivation have a negative effect on the budgetary slack. These findings suggest that the sharing of budget-related information among hospital staff is important for efficient hospital management. In addition, it is necessary to establish ways to enhance the feedback and motivation in budgetary activities for managing the budgetary slack systematically. The major strength of this study is that it draws attention to research concerning the budgetary slack of hospitals in the absence of research on the budgetary slack. The significance of this study was to provide an empirical basis for improving the efficiency of hospital management.

• The Korean Journal of Health Service Management
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• v.11 no.2
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• pp.29-42
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• 2017

Objectives : This study aimed to identify the impact of social responsibility(CSR) activities by the hospital on the organizational commitment and value of the hospital by the internal members, to recognize the importance of staff carry out social responsibility activities effectively in the relevant departments, and use planning as a vital element or establishing a long-term hospital management strategy. Methods : Data were collected from 800 the administrative practioners of the hospitals in 200 hospitals nationwide. A structured questionnaire was used to measure the research variables using a 5-point Likert scale. The final sample consisting of 230 was analyzed using SPSS. Results : It was found that economic, legal, and charitable CSR have a statistically significant effect on organizational commitment and value of hospital Conclusions : The results suggest that hospitals should a fulfilling the obligation to abide by the norms and rules to be strictly observed, social services and charitable activities for the community are a strategy to increase the organizational commitment and hospital value in the long run. These activities should be actively pursued in a way that is sustainable and long-term so that they can improve to management performance.

• Journal of Korean Academy of Nursing Administration
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• v.1 no.2
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• pp.372-387
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• 1995

One-hundred eighty four medical doctors and 349 nurses out of 6 university hospitals and 1 general hospital were surveyed from Mar. 3, to Mar. 31, 1995, in order to appreciate the extent of their understandings on the clinical nurse specialist system. The difference was analyzed by the subjects' age, their position and department, the expected benefits of the system. the assigned department, the position and qualification, the required special educational organization and program, and the extent of autonomy of the function of clinical nurse specialists and the special nursing field. The results were as follows ; 1. The perception about the expected benefits of the introduction of clinical nurse specialist system was significantly different among the age groups of medical doctors, and the age group of 40s among them showed the most positive perception. 2. The extent of acquaintance with clinical nurse specialist was the higher in the older age groups of respondent nurses. Meanwhile, the experience of participation with clinical nurse specialists was the more in the older age group of medical doctors. 3. The opinion about the required position of clinical nurse specialists was significantly different by the age and position of the respondent nurses. The rank of head nurse was suggested by the respondent nurses of older age and higher positon, while the level of in-charge nurse was suggested by the staff nurses. Also, the duration of clinical experience required of clinical nurse specialists was the most frequently responded as 6 to 10 years by nurses, as 2 to 5 years by medical doctors. 4. The degree of educational background required of clinical nurse specialists was differently responded by the various position of medical doctors and nurses. Of the medical doctors, professors frequently responded bachelor degree and medical residents frequently responded master degree as the required educational background. Of the nurses, nursing administrators more frequently responded that master degree was required of clinical nurse specialists than staff nurses and clinical nurse specialists did. 5. The extent of acquaintance with clinical nurse specialist system was different among the various department of medical doctors, which was the highest in the doctors of psychiatry, internal medicine and pediatrics, respectively. The doctors of surgery were the least acquainted of clinical nurse specialist. 6. The nurses of special parts, of surgery and of obstetrics & pediatrics responded more frequently that clinical nurse specialists should belong to the nursing department than the nurses of internal medicine and of others did. 7. The Special parts that necessitate clinical nurse specialists were responded to be the more important by nurses than by medical doctors. Clinical nurse specialists were responded to be the more necessary in the parts of diabetics, oncology, pyschiatry, dialysis, organ transplantation, intensive care, and in cardiovascular part. They were responded to be the less important in the parts of intravenous therapy, computer informatics, nursing administration, the improvement of nursing quality.

• Journal of Digital Convergence
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• v.13 no.2
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• pp.205-213
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• 2015

This study is a survey and research attempted to seek the ways of effective human resource management and improving the quality of nursing - targeting the nurses working for the general hospitals - by analyzing the impact of job satisfaction and job stress factors on exhaustion and turnover intentions, so as to find the nurses' turnover factors and remove those factors in advance. Although we cannot raise job satisfaction to the level we are satisfied by monetary compensation, i.e. salary alone, but as seen in this study, it is worth considering such ways as the subjects with high salaries showed relatively higher job satisfaction. Finally, in order to prevent the turnover of the competent nursing staff at an early stage, active systematic supplements and efforts are required; it is also necessary to provide constant job training, by taking into account of the specificity of nursing units and to secure and place adequate nursing staff, and to establish fair and objective promotion criteria.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.123-136
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• 1997

The purpose of this study was to confirm the classification of nursing activity and to analyze the time of nursing workload in a new open hospital. The data were collected from 20 nurses working in 6 general nursing units by 4 trained observers. The tools used for this study were an observation recording sheet and a classification sheet of nursing activity. The classification sheet was constructed to be adaptable to each hospital system based on the instrument described in the literature. The results of the study are as follows : The direct nursing activities consisted of 6 sections, 33 subsections and the indirect nursing activities consisted of 14 sections, 53 subsections. The direct nursing activities included medication, measuring and observation, care of therapies, care of physical comfort, laboratory and treatment. The indirect nursing activities included preparation of medical utensils, collection of information and assessment, recording, phone communication, professional interaction related to patients, personal time, assigning work to staff, patient eaucation and training, interaction with lab, transfer of administration of utensils, checking physician's order, dietary service, management of pollution and contagion, guide direction. Nurses spent 127.6min for direct nursing activity during day duty. It was 24.5% of total nursing activity. Within that activity medication had the highest percentage of time(40.09%), followed by communication and education with patient(24.76%), measuring and observation (16.93%), laboratory and treatment (12.85%), care of therapies(3.21%) and care of physical comfort (2.16%). The time breakdown for indirect nursing activities is as follows ; the preparation of medical utensils 22.3%, collection of information and assessment 20.29%, recording 20.27%, phone communication 8.14%, professional interaction related to patients 7.33%, personal time 7.24%, with the remaining timeshared by staffing, patient education and training, interaction with lab, transfer of administration of utensils, checking physician's order, dietary service, management of pollution and contagion, guide direction. In the analysis of the relationships between the working time and the work allocation characters of the nurses(including nurse's experiences. nurse-patients ratio, nurse-rooms ratio, and character of nursing unit) ; There were no significant differences in direct-indirect nursing times between nurse's career years. There was significant difference in direct nursing time between assigned patient numbers. The nurses assigned larger number of patients spent significantly more time in direct nursing care than that of the smaller. On the other hand, there was no significant difference in indirect nursing workload between the assigned patient numbers. There were no significant differences in direct-indirect nursing time between an allocated patient's room numbers. There was significant difference in working time between working places. The nurse in the medical unit spent more time in direct nursing care than her counterpart in the surgical unit. However there was no difference in direct nursing time between two groups. The study results indicate that nurses spent less time in the direct nursing care than in the previous studies even though the hospital system has been modernized. On the other hand they spent much more time for the coordinating role within the interdisciplinary team and for the overlapping paperwork. Therefore it is recommended that patient oriented job description and more efficient usage of modernized utilities be made.

• Journal of Korea Entertainment Industry Association
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• v.13 no.6
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• pp.319-328
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• 2019

One of the most important things for hospital managements is understanding the patients' needs. The aim of this study is to analyse the priorities of the factors influencing patients' choice for hospital with analytic hierarchy process (AHP), which can derive the relative importances of factors. With understanding the factors that influencing patients' choice for hospital, the proper methods to improve hospital reputation and health care quality could be determined. Among 12 factors, speciality of hospital, number of departments, staff kindness, doctor-patient communication, and patients' visit time were relatively more important and higher priority. Whereas, public transport accessibilities, hospital equipments, and parking lots were relatively less important and lower priority. These results could be used to improve hospital reputation and health care quality effectively. Therefore, the hospitals in Gwangju should consider the factors that influencing patients' choice and improve policies for hospital marketing strategies for better hospital reputations and health care quality.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.3
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.