• Korea Journal of Hospital Management
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• v.24 no.2
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• pp.84-101
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• 2019

Purposes: Organizational socialization introductory education for new members is a representative organizational socialization program that enables new members to become true members of an organization and grow into the people they expect from the organization. I analyzed the case of Pop Art Cooperative Learning introductory education for the socialization of the entire organization, which was conducted by Eunpyeong St. Mary's Hospital of Catholic University, in 13 steps, one month before its opening on April 1, 2019. Methodology: In order to analyze the case, the case study was analyzed in order from education planning to preparation, implementation and evaluation. The important point in this process is that all the members to be input at the start of the treatment are not included in the position and occupation. In the composition of education contents, the core keywords for achieving the vision are derived through each group activity and strategies for achieving spirituality, vision, and vision of Hospital are made and the ideal image of Eunpyeong St. Mary's Hospital is completed using the pop art technique. All the works produced by each group will be shared by all attendees of the relevant education level and the whole picture of each education order will be completed again with the big picture called - The heart of Jesus Christ the healer♥ - Respectively. Findings: Education Results All the participants showed high satisfaction and they shared the vision and mission of Eunpyeong St. Mary 's Hospital as well as the formation of intimacy and belonging to each other. They recognized the future direction and goal. And contribute to tissue stabilization. Practical Implications: Through this case study, it will be possible to contribute to establishment and implementation of introductory education plan for new members' socialization to new hospitals.

• Journal of Korean Academy of Nursing Administration
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• v.21 no.2
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• pp.164-173
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• 2015

Purpose: This study was done to investigate the effects of individual-organization personality agreement using a five-factor model on job satisfaction and organizational commitment of hospital nurses. Methods: Participants were 222 nurses who had worked for more than 1 year in a university hospital. Data were collected from January 14 to 20, 2012, using self-recorded questionnaires. Collected data were analyzed using descriptive statistics and multiple regression methods. Results: Extraversion personality fit and the Agreeableness personality fit had a significant effect on job satisfaction. Extraversion personality fit, agreeableness personality fit, and openness personality fit had a significant effect on organizational commitment. Conclusion: Results of this study show that individual-organizational personality agreement affects hospital nurses' job satisfaction and organizational commitment. The extraversion personality fit and agreeableness personality fit of the 5 factors are identified as important variables to increase organizational performance. Based on these results, it is necessary to develop an integrated organizational personality measure model for increasing nurses' work environment satisfaction related to individual-organization personality fit.

• Journal of Korean Clinical Nursing Research
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• v.17 no.2
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• pp.215-227
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• 2011

Purpose: This research was done to identify relationships among job stress, fatigue, job satisfaction, and commitment to organization in emergency department nurses. Methods: Research participants were 513 nurses who worked in the emergency department of 17 tertiary centers and 28 secondary hospitals. Data collection for this descriptive correlational study was done from May to July 2010 using self report questionnaires, and analyzed using descriptive statistics, t-test, ANOVA, Pearson correlation coefficient with the SAS 9.2 program. Results: There were statistically significant differences in organizational commitment according to age, religion, total clinical experience, emergency department experience, current position, frequency of night shift, average sleep hours, wage level, numbers of beds in unit, and reason for working. A positive correlation was found between job stress and fatigue, and between job satisfaction and commitment to organization for the emergency department nurses and a negative correlation between job stress and Job satisfaction, and fatigue and Job satisfaction. Conclusion: Results of this research indicate that job stress in emergency department nurses was the principal variable affecting job satisfaction and commitment to organization along with fatigue. Appropriate stress management strategies based on identification of job stress for these nurses should lead to development of improved management of nursing manpower and a reduction in stress.

• Korea Journal of Hospital Management
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• v.18 no.1
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• pp.70-87
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• 2013

This study investigated contents of mission statements for Strategic Management of hospitals in Korea and Japan. For the study, 44 tertiary care hospitals in korea, which were accredited by the Ministry of Health and Welfare, were selected. And 83 special functioning hospitals in Japan, which were approved by the Minister of Health, Labour and Welfare, were included. Both quantitative and qualitative analyses were conducted by classifying 5 components of the mission statement; market, service, philosophy, image, contribution. Findings from this study are as follow. First, hospitals in Korea emphasized image(93.2%) and philosophy(81.8%) components in their mission statements, whereas hospitals in Japan highlighted components of service(89.2%) and market(72.3%). In detail, mission statements of Korean tertiary care hospitals describe the components of hospital's image (93.2%), philosophy(81.8%), contribution(56.8%), market(22.7%) and service (18.2%) in order. On the other hand, mission statements of Japanese special functioning hospitals describe hospital's service(89.2%), market(72.3%), contribution(61.4%), image (49.4%) and philosophy(34.9%), respectively. Second, as results of Content analysis, there were some differences in mission statements of hospitals between two countries, and it is mainly from the divergences of standards for recognition of medical institutions, environmental factors, and different ways of mission statement description. For strategic hospital management, carrying out innovative restructuring organization or promoting of research and training for medical development is considered as a desirable approach. However, clear description of mission statement is more important and it is required for effective control and managing organization. And then the mission should be communicated within an organization so all internal members understand it and put their efforts to achieve the mission of organization. In conclusion, it is recommended that a leader and senior managers should re-evaluate its mission statement whether it reflects characteristics of an organization. In addition, a mission statement should be created or improved based on critical decision, as well as it should be clearly shared within an organization in order to become a future oriented organizations.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.3
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• pp.1115-1125
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• 2010

This study is to examine how POS(perceived organization support) would affect trust in her/his superior and organization, organization commitment and customer orientation. The effect of demographic variables differences on independent and dependent variables was examined. Data for this study was collected by questionnaire from a sample of 277 employees of 9 hospitals in Korea. The findings show that POS is significantly influence trust in her/his superior and organization, organization commitment, and customer orientation. Variables like gender and type of employment have a significant difference. However there is no difference in the type of occupation.

• 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.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.9
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• pp.391-401
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• 2018

This study was conducted to investigate the effects of implementation of the healthcare accreditation system on patient safety, quality of medical care, organization culture and management performance of convalescent hospitals. Ten hospitals were selected at random from among 36 convalescent hospitals in Daegu that had obtained accreditation until September 2015. To accomplish this, hospital staff were surveyed from 15 February to 25 March, 2016 using a questionnaire with 253 objects. We investigated how the healthcare accreditation system has influenced patient safety, service quality, organization culture and performance of hospital management. The change in the treatment support system showed the highest score of 3.93 among quality change and medical service items, while that of personnel source culture showed the highest score of 3.78 points among organization culture items, and that of internal process view, study and growth view showed the highest score of 3.71 among management performance items. Multiple regression analysis revealed that factors positively changing hospital management performance were nurses, employees and managers, basic value systems, organization culture, personnel source culture, open system culture, hierarchical culture, and production oriented culture. The quality of patient safety and medical care was positively influenced by changes in the quality of convalescent hospitals after implementation of the healthcare accreditation system. However, among the four types of organizational culture, the financial perspective was relatively low compared to other perspectives.

• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.05a
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• pp.216-221
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• 2007

This study is about an architectural change for traditional hospitals to meet the challenges of the rapidly changing general hospital through a case study on specialized centers in Korea. Rapidly changed social facts are made new paradigm which is not functional organization but patient centered. It makes many changes from traditional hospital to specialized center, such as disease based care organization, cancer center. The purpose of this study is to find architectural design guidelines for general hospitals which are struggling to change from to functionally organized hospital to the new disease and organ based care center that are patient focused. In order to find applicable design guidelines, analyze general hospital's organizational features and their factors.

• Management & Information Systems Review
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• v.23
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• pp.75-97
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• 2007

In the meantime hospital system of Korea has institutionally performed its errand in stable circumstance, however the system now faces with new environment of change of customer's satisfaction, of regime, deepening of competition, and opening market. Under the rapidly and complicatedly changing circumstance, the hospital system is required to promote getting a dominant position in the competition, enhancing outcome, creating value added, and customer satisfaction in both internally and externally likewise other organizations, as they continuously introduce a knowledge management and originate, accumulate, and put the knowledge to practical use. This organization capacity of knowledge management involves a process of management that requires great change of all organizations and individuals and it is brought up through four steps which are Initiation, Propagation, Integration, and Networking. The main factors of successful knowledge management are intension of the chief executive officer(CEO), organizational culture, appraisal and compensation of work, knowledge controlling system, and organizational structure, and each of these five stage has got different characteristic. To be successful by introducing knowledge management, hospital organization should be based on these premises. Not only CEO or the director of a hospital, but also the constituent members should be fully aware of knowledge, the characteristic of knowledge management, and successful factors of this operation. Should understand step-by-step characteristic of knowledge management, therefore able to analyse a situation of specific hospital and see which step corresponds to that hospital. By analysing, constituents should make up for the weak points and ready to move on to next step. CEO or the director of a hospital should be aware of knowledge management as a strategic factor which is able to get a dominant position in the rapidly changing environment, and also it should be firm in the director's intention to introduce the knowledge management into the hospital. By continuously carrying out education and training constituent members, the director of a hospital should promote their interest and participation in knowledge management, and build an organization culture that ultimately creates, accumulates, shares, and put the knowledge to practical use. The hospital organization needs to systematize an institution of objective compensation that corresponds to objective appraisal of knowledge management outcome. The hospital ought to build knowledge controlling system in stages, in order to take the initiative in rapidly changing environment. By considering the characteristic of hospital system, it is required to change the organizational structure into self-managing team which is a sort of horizontal structure that allows members to make decisions and take the responsibility by themselves. The limitation of this study is experimental study. Positive investigation about successful factors of hospital knowledge management and characteristic of each steps is expected with following study.

• Korea Journal of Hospital Management
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• v.26 no.2
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• pp.43-55
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• 2021

Purposes: In this study, we examined the factors which silenced the organizing members and how the factors affects deprivation of employment about the organization culture, the organizational silence, and the turnover intention. Methodology: In order to research, we carry out a survey on 400 employees of small and medium hospitals. Among them, 321 questionnaires were used for actual analysis, excluding insincere respondents, non-responders or duplicate respondents. In order to verify the hypotheses in this study, we conduct the covariance Structural Equation Model(SEM). Finding: We obtained results using following hypotheses. First, ''The organization culture has an effect on the turnover intention.'' Second, ''The organization culture has an effect on the organizational silence'' Third, ''The organizational silence has a influence on the turnover intention.'' Finally, ''When the organization culture mediates the organizational silence, the adaptation relationship of the ornization effectiveness is different.'', as the key hypothesis, showed that the agreement culture, rational culture, and hierarchical culture of the organization culture type were statistically significant. The organizational silence as a parameter has the partial mediating effects(-) because it has direct and indirect effects. Practical Implications: The results of this study showed that the reason for the organizational silence of the organizing members is that the organization culture by a grade of rank is the largest and these the organizational silence affects the turnover intention.