• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.138-155
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• 2001

This study was designed to find out the factors which influence on the financial performance of the hospital. Out of 32 provincial hospitals which were established by the government, 10 hospitals were selected as sample hospitals. Ten hospitals were divided into two groups(5 hospitals each), one of which was profit-making and the other loss-making. The criteria in selecting profit or loss-making hospitals was net profit to total revenue. The major finding of the study was as follows; 1. Whether or not a hospital had specialized in certain departments was proved to be the major factor influencing on the financial performance. Three out of five profit-making hospitals could harvest following results by operating specific departments. (1) Man powers needed for the operation of specific departments were 14.6 persons per 100 bed, which was only 1/7 of the general hospital. (2) The number of doctors has not increased in proportion to the increase of the number of beds. (3) Ratio of total revenue to MD.'s payroll expenses of the profit-making hospitals was 75.0% higher than the loss-making hospitals. (4) The average length of stay of specific department was very long(388.1 days). However, the specific departments were found to have contributed much to the financial performance because the occupancy rate of such departments was very high(94.5%). 2. The headcount per 100 bed of the profit-making hospitals was 23.9 persons(24.0%) less than the loss-making hospitals and the ratio of payroll expenses to total revenue 15.1% less. 3. Averagel revenue per specialist of the profit-making hospitals was 100 million(25.1%) more than loss-making hospitals and the ratio of total revenue to MD's payroll expenses of profit-making hospital was 75.0% higher. 4. Profit-making hospitals have introduced new systems or renovation in 36 fields, such as incentive payment system, utilization of contracted man powers, change of the payroll structure of the nurses, specialization in certain departments, etc; however, loss-making hospitals introduced only 25 new systems or renovations. These kind of renovation could not be achieved without the cooperation of the labor union and the strong will of the top management. Therefore, it could be said that the labor union of the profit-making hospitals seems to have been very cooperative compared with that of loss-making hospitals.

• Korea Journal of Hospital Management
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• v.11 no.1
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• pp.31-53
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• 2006

The objective of this study is to examine the effectiveness of the strategy of hospital specialization by analyzing the differences in expected and perceived services, perceived service quality, satisfaction, and intentions to revisit and recommend the hospital to others between general and specialty hospitals. Data were collected using self-administered questionnaire from patients admitted to four study hospitals: two speciality and two general hospitals. The questionnaire was developed based on SERVQUAL to measure five dimensions of service quality. Four hundreds questionnaires were distributed to inpatients or their guardians and 282 returned questionnaires were used in the analyses. The significance of the differences in study variables between specialty and general hospitals were tested by t-test and $x^2$-test. The factor analysis result confirmed the construct validity of 28 questions asked to measure service quality and resulted in four dimensions of service quality: reliability, assurance, tangible and empathy/responsiveness. Cronbach's Alpha ranged from .9013 to .9358, that confirmed the internal consistency of answers. The study results indicated that patients who used specialty hospitals had higher levels of expected and perceived service, a higher level of perceived service quality, and higher levels of service satisfaction than patients who used general hospitals. Percents of patients who had the intention to revisit the hospital and to recommend the hospital to others were higher among patients in specialty hospitals. The most frequent reason to choose the hospital was the excellence of doctors in both general(29.9%) and specialty(43.8%) hospitals, that was followed by convenient transportation(15.3%) and someone know works at the hospital(15.3%) in general hospitals and other's recommendation(14.6%), and nice amenities(13.1%) in specialty hospitals. Although there were no significant differences in clinical department, age, and sex of patients between general and specialty hospitals, patients who visited speciality hospitals had higher levels of education and income than their counter part in general hospitals. These results suggested that specialty hospitals performed better than general hospitals. Specialization could be a viable strategy to tide over recent financial difficulties experienced by hospitals, particularly small- and medium-sized hospitals.

• Journal of Society of Preventive Korean Medicine
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• v.17 no.3
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• pp.103-114
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• 2013

Objectives : This study aimed to analyze the management efficiency of Korean Medicine hospitals for recent 10 years(2001~2010) using the Data Envelop Analysis(DEA) model. Methods : We collected the management data of 23 Korean Medicine hospitals for DEA model from the Korean Oriental Medicine Hospitals' Association (KOMHA). Input variables of DEA model are numbers of beds, numbers of doctors, numbers of nurses and numbers of other staffs of each Korean Medicine hospitals. Output variables are numbers of inpatients and numbers of outpatients of each Korean Medicine hospitals. Based on the DEA model, we calculated the efficiency score of each Korean Medicine hospital and compared it by hospital's ownership, location, and size. Results : Average DEA efficiency scores of Korean Medicine hospitals by year ranged from 0.86 to 0.92. Private owned hospitals showed higher efficiency scores than the university affiliated hospitals with statistical significance (p=0.001). And Korean Medicine hospitals located in capital region of Korea(Seoul City, Incheon City, Gyeonggi-do) and the rest Korean Medicine hospitals did not show statistical difference (p=0.516). Lastly, Korean Medicine hospitals with different size did not show statistical difference in management efficiency (p=0.499). Conclusion : We have found that Korean Medicine hospitals management efficiency have not changed throughout 10 years, and that different ownership forms of Korean Medicine hospital show statistical difference in management efficiency while location, and size do not.

• Korea Journal of Hospital Management
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• v.21 no.1
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• pp.32-42
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• 2016

This study is conducted to estimate economic ripple effects of subsidiary services of hospitals. Using the Input/Output Analysis, this study analyzes production inducement effect, added value inducement effect, and labor inducement effect. Also, it assesses potential economic effects of the subsidiary services of which the scope is expanded as the government's proposed in 2014. Data regarding hospital subsidiary services and economic effects are obtained from the hospitals' financial statements on the National Tax Services and the Bank of Korea. The major results of this study are summarized as follows; subsidiary service profits of hospitals are 466 billion won and rent profits of hospitals are 152 billion won. Of these, the rate of subsidiary service profits in tertiary hospitals is about 66% of total subsidiary service profits. Producement inducement effect of subsidiary services of hospitals is higher than that of total industry, service industry and medical service industry. Added value inducement effect of subsidiary services of hospitals is higher than that of total industry, manufacturing industry, service industry and medical service industry. Job position inducement effect of subsidiary service in hospitals is higher than that of total industry, service industry and medical service industry. Also, employment inducement effect of subsidiary service in hospitals is higher than that of total industry and medical service industry. The results may suggest that subsidiary services revenue in medical institutions contribute to improving operating profits. Facing with intense market competition and pressures to control health care costs, hospitals may need to determine whether subsidiary services help boost their profitability and improve customer satisfaction.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.21-36
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• 1996

The purpose of this study is to evaluate the level of fixed assets management of the factors affecting its management level. The surveyed data were gathered from 105 general hospitals among 263 general hospitals nationwide. The level of fixed assets management was measured by 11 dimensions of assets management. The results were as follows : 1. According to general characteristics of hospitals, the management level of public hospitals and corporatized hospitals was better than that of private hospitals. The management level was better as increasing beds. 2. In the structural characteristics of assets management, the management level of the hospitals which had the responsible person for assets management was better than that of the hospitals which had not. 3. In the operating characteristics of assets management, the hospitals that conducted education for the job had better level of assets management that did not it. The hospital that the discard of assets was decided by engineering department or management department were better in management level than the hospitals that it was decided by user department. The management level of hospitals which were computerized for assets management was better. 4. In the full model, the most factors affecting the level of assets management were the factors that were characterized by operation pattern of assets management, and the operating characteristics of assets management were explained to 23.1% of total 45.7%. Conclusively, the level of assets management was mostly affected by the operating characteristics of assets management which were education for the job, discard decision not by user department, computerization for assets management. Therefore, hospitals perform education of the job, discard decision by engineering or management department, and computerization for better level of fixed assets management

• Journal of Korean Clinical Nursing Research
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• v.25 no.1
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• pp.55-66
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• 2019

Purpose: This study was done to assess development and postnatal care interventions in postnatal care intervention records for maternity ward nurses in tertiary hospitals and women's hospitals in South Korea. Methods: This mixed-method research was a Time-Motion (TM) study. Data were collected through external observation of 12 nurses in 4 wards over 24 hours. Mann-Whitney U test and independent t-test were employed for the analysis of frequency and provision time of direct/indirect care activity. $x^2$ (Fisher's exact test) was utilized to determine the difference in frequency between two groups. IBM SPSS 22.0 statistical program was employed for calculation. All statistical significance levels were at ${\alpha}=.05$. Results: According to the KPCS-1 (Korean Patient Classification System-1), women's hospitals are group 3 and tertiary hospitals, group 4. With respect to time difference in direct care, tertiary hospitals showed 791 minutes and women's hospitals, 399 a difference of 392 minutes. For time difference in indirect care, women's hospitals had 2,415 minutes while tertiary hospitals, 2,080, a difference of 335 minutes for women's hospitals. No difference was found in the average total care workload between the two institutions. Individual time also showed no difference (p>.05). Conclusion: High-risk maternal care strength in tertiary hospitals and breast-feeding strength in women's hospitals need to be benchmarked with each other.

• Korean Journal of Clinical Pharmacy
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• v.28 no.4
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• pp.300-307
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• 2018

Objective: As the demands of healthcare environment change, it is necessary to advance human health care by improving students' essential competencies including knowledge, skills, abilities, inter-professional collaboration and patient centered care. This study identified long term accomplishment and improvement of the essential competencies in clinical pharmacy practice education (CPPE) at Korean hospitals over time. Methods: This study was conducted for pharmacy students who completed CPPE evaluation related to tertiary hospitals and secondary hospitals located in Seoul and Gyeonggi-do regional area from 2014 to 2018. Results: Over the past 5 years, overall results of student evaluation on the essential competencies in CPPE at both tertiary and secondary hospitals showed a decreasing trend or did not change. Essential competency in CPPE at tertiary hospitals had been identified as superior on 'Learn clinical knowledge in the treatment of diseases' to secondary hospitals [average number of students (%): 210 (72.9%) vs 68 (68.0%)]. On the other hand, essential competencies in CPPE at secondary hospitals had been identified as better at 'inter-professionals collaborative teamwork and direct patient care' than tertiary hospitals [average number of students (%): 64 (64.0%) and 56 (56.0%) vs 121 (42.0%) and 90 (31.3%)]. A total of 176 (61.1%) students in tertiary hospitals and 66 (66.0%) in secondary hospitals evaluated that 'patient-centered care' education was good. Conclusion: In tertiary hospitals, all six essential competency outcomes have not been improved, whereas four essential competency outcomes showed an increasing trend in secondary hospitals. It will be necessary to develop outcome-based CPPE education program to better reflect the essential competencies.

• Journal of Korean Clinical Nursing Research
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• v.16 no.3
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• pp.99-109
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• 2010

Purpose: This study was aimed to examine changes of hospital nurse staffing by hospital characteristics during 2008-2010. Methods: The study sample included 44 tertiary hospitals, 226 general hospitals, and 532 non-general hospitals that were operating during 2008-2010. Grade of nursing management fee was categorized from Grade 1(highest) to 6 (lowest) in tertiary hospitals, l or Grade 7 in general hospitals and non-general hospitals based on the nurse-to-bed ratio. For data analysis, ${\chi}^2$ and GEE were conducted. Results: For three years, the number of tertiary hospitals below Grade 2 were increased from 8 to 12, the number of those above Grade 4 were decreased from 15 to 6. The number of general hospitals above Grade 6 decreased from 123 to 86. Tertiary hospitals and general hospitals had more possibilities to improve nurse staffing grade than general hospital (OR 79.69, 95% CI 50.77~125.09, OR 11.25, 95% CI 8.15~15.53, respectively). Greater likelihood of improvement in grade of nursing management fee was found in university hospital or hospitals with 300 or more beds than other types of hospitals. Conclusion: Differentiating nurse staffing system by hospital type and increasing financial incentives according to the grades are needed to improve hospital nurse staffing.

• Journal of Korean Academy of Nursing
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• v.29 no.2
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• pp.383-392
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• 1999

Recently, the hospitals in Korea has positively changed one way or another. Therefore hospital managers must focus on the nurses' role in terms of consumers' perception of overall image of hospitals and the degree of satisfaction of the consumers. To achieve the purposes, the questionnaire was developed and distributed to 280 people who had a direct experience with nursing services subjected hospitals in Seoul at the time of screening. Among them, 229 responses were turned out to be useful and used for final analysis. The measurement instrument for hospital nursing service quality evaluation was modified from the SERVQUAL model originated from Parasuraman, Zeithaml, and Berry (1988). For data analysis, SPSS/PC and PC-MDS program were used. The results were as follows : 1) The perception map showed that the seven subjected hospitals were divided into three groups. It could be interpreted that the hospitals in the same group had a strong competitive relationships. Because the nursing services' scores of hospitals C and E were higher than those of other hospitals, they could be served as a benchmark for the other hospitals. 2) The marketing place of hospital nursing services was divided by four. Since service generally had a strong point in nearby service market segment. Aiming an nearby hospital nursing services market segment by the hospital nursing services department was regarded as a good repositioning strategy. 3) When consumers evaluated the quality of hospital nursing services, they were greatly affected by the hospitals' overall image or other characteristics. Therefore, for improving hospital's nursing services, hospital nursing services department requires a great deal of labor to improve hospitals' overall image or other characteristics.

• Korea Journal of Hospital Management
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• v.19 no.4
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• pp.45-56
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• 2014

Purpose: This study aims to explore the effects of personal characteristics, satisfaction, quality of care, role performance, image, awareness level of public hospitals perceived by community residents on use-experience of public hospitals. Methods: A cross-sectional survey was conducted with 2,100 community residents around 39 district public hospitals. The questionnaire was designed to collected information on personal characteristics and community awareness of public hospitals. The community awareness consists of 5 factors and 15 items. The data were collected utilizing call-interview by a survey company. Results: The personal characteristic and community awareness were shown significant differences between having use-experience and not-having use-experience of public hospitals (p<.001), except gender. As the results of multiple logistic regression, the significant variables of use-experience of public hospitals were satisfaction (OR=1.06 95%CI=1.010-1.116), quality of care (OR=1.07, 95%CI=1.016-1.134, level of awareness to public hospitals (OR=1.50, 95%CI=1.378-1.632), age (OR=0.43, 95%CI=0.236-0.785), education (OR=1.62, 95%CI=1.013-2.590), type of medical security (OR=0.37, 95%CI=0.142-0.945). Conclusions: Public hospitals have to effort to improve community awareness through providing quality of care, and role performance. It is possible to support them by the Central and Local Government.