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Clinical Nutrition Service in Korean Tertiary Hospitals and General Hospitals: Result of Nationwide Cross-Sectional Survey (국내 상급종합병원과 전국 분포 종합병원의 임상영양서비스 실태 조사 연구: 전국 규모 설문조사를 통하여)

  • Um, Mi Hyang;Park, Yoo Kyung;Lee, Song Mi;Lee, Seung Min;Lee, Eun;Cha, Jin A;Park, Mi Sun;Lee, Ho Sun;Rha, Mi Yong;Lyu, Eun Soon
    • Journal of the Korean Dietetic Association
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    • v.20 no.3
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    • pp.183-198
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    • 2014
  • The purpose of this study was to investigate the status of clinical nutrition services provided at tertiary hospitals and general hospitals in Korea. In total, 157 questionnaires were distributed to the departments of nutrition at hospitals on September 2013. The results of this study are as follows. The median number of beds was 607 and average length of stay was 8 days. 63.1% of dietitians had over 5 years of career experience. Nutritional screening rate was 97% in tertiary hospitals but only 67.2% in general hospitals (P<0.001). The rate of equipment with computerized nutritional screening system was 100% in tertiary hospitals but 71.9% in general hospitals (P<0.001). Hospitals with the best regarding nutritional care were hospitals accredited by JCI (Joint Commission International). On the other hand, hospitals not accredited by the JCI but KOIHA (Korea Institute for Healthcare Accreditation) showed the lowest performance rate of nutritional care. Nutrition support teams (NSTs) were established in all tertiary hospitals but in only 73% of general hospitals (P<0.001). The rate of actively operating NSTs was 89% in tertiary hospitals but only 62% in general hospitals (P<0.001). There is a need to provide proper standardized clinical nutrition services as a primary treatment and we observed large variations in the quality of nutritional service between hospitals. Therefore, local solutions are needed to implement nutritional programs and policies for improved service and care.

A study on the state of inservice education for dental hygienists and their relevant awareness (치과위생사의 보수교육 실태 및 인식에 관한 연구)

  • Jung, Jae-Yeon;Kim, Kyung-Mi;Cho, Myung-Sook;Ahn, Geum-Sun;Song, Kyoung-Hee;Choi, Hye-Jung;Choi, Youn-Seon;Hwang, Yoon-Sook
    • Journal of Korean society of Dental Hygiene
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    • v.7 no.1
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    • pp.73-89
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    • 2007
  • The purpose of this study was to examine the reality of inservice education provided to members of Korean Dental Hygienists Association, the state of relevant academic conferences, and the perception of the members about inservice education and academic conference. It's basically meant to help boost their participation in inservice education and their satisfaction with it, and to show some of the right directions for that. The subjects in this study were dental hygienists who attended a symposium on July 1, 2006. After a survey was conducted, the answer sheets from 489 participants were analyzed, and the findings of the study were as follows: 1. General hospitals and university hospitals made up the largest group(91.4%) that gave a monthly leave of absence, and the second largest group was dental hospitals(75.4%), followed by dental clinics(58.3%) and public dental clinics(48.0%). The most common closing time in dental clinics and dental hospitals was 5 p.m., and that was 12 p.m. in general hospitals and university hospitals. The dental hygienists in public dental clinics didn't work on Saturdays. By type of workplace, treatment was the most common duty for the dental hygienists in dental clinics and dental hospitals to perform, and those who worked at general hospitals, university hospitals and public health clinics were in charge of extensive range of jobs. 2. The rates of the dental hygienists who took that education stood at 94.9% in public dental clinics, 78.7% in dental hospitals and 75.3% in dental clinics, general hospitals and university hospitals. Regarding how many marks they got on an yearly basis, those who got eight marks or more made up the largest group(55.6%), followed by four marks or more(11.8%), six marks or more(3.4%), and two marks or more(1.5%). As for the usefulness of inservice education for their job performance, the largest number of the dental hygienists(40.8%) found it to be helpful, and the second greatest group(37.5%) considered its effectiveness to be so-so. The third largest group(8.4%) found it to be of great use, and the fourth biggest group(4.2%) considered it to be of no service. The fifth biggest group(l.3%) thought it was absolutely useless. By type of workplace, the workers in dental clinics, dental hospitals, general hospitals and university hospitals wanted the most to learn how to take care of clinical work(acquisition of up-to-date technology), and those in public health clinics hoped the most to learn about public dental health. By type of workplace, the workers in dental clinics had their sight set on self-development the most, and the dental hygienists in dental hospitals, general hospitals, university hospitals and public health clinics were most in pursuit of acquiring new knowledge. By type of workplace, the specific given conditions at work were most singled out by the dental clinic workers as the reason, and the dental hospital employees pointed out time constraints the most. The dental hygienists in general hospitals and university hospitals cited time constraints and financial burden the most, and the public health clinic personnels mentioned inaccessibility of a place for inservice education as the reason. 3. The public health clinic workers participated in academic conferences the most(90.8%), followed by the general and university hospital personnels(68.8%), dental hospital employees(65.6%) and dental clinic workers(65.5%). By type of workplace, the public health clinic workers(73.5%) expressed the most satisfaction, followed by the general and university hospital employees(67.7%), dental clinic workers(62.3%) and dental hospital personnels(54.1%). By type of workplace, the employees of dental clinics, dental hospitals, general hospitals and university hospitals preferred Saturdays, and the public health clinic workers had a liking for weekdays. As for a favored place, hotels were most preferred, followed by university hospitals, general hospitals, college lecture rooms, district halls and local public institutions. Hotels were most favored regardless of the type of workplace. 4. Regarding outlook on inservice education, they had the highest opinion on the facilities and given conditions of lecture rooms($3.41{\pm}0.83$), followed by the professionalism of lecturers($3.34{\pm}0.83$), procedures of receipt and attendance confirmation($3.34{\pm}0.83$) and class size($3.13{\pm}0.89$). On the contrary, they took the most dismal view of the inaccessibility of a place of inservice education($2.08{\pm}0.92$), followed by limited opportunity and limited date for that education($2.51{\pm}0.99$), extra financial burden($2.53{\pm}1.18$) and high tuition fee($2.57{\pm}0.96$).

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Summary and Conclusion Title :Oriental Nursing Management System (한방간호 관리체계 연구)

  • Moon, Heui-Ja
    • Journal of East-West Nursing Research
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    • v.10 no.1
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    • pp.11-26
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    • 2004
  • The purpose of this study is to investigate the present conditions of nursing investment contents, its conversion process, and output in Oriental University Medical Center, Korea to get good qualified Oriental nursing result which is the ultimate purpose of the Oriental nursing management, and to develope a matrix of Oriental nursing management system on the basis of that project. The subjects for nursing investment and output contents were eighteen nursing directors in eleven Oriental University Medical Center and two hundred thirty-nine nurses with three years and over experience in Oriental medical center. The subjects for Oriental nursing organization, human affair management, and control function were nineteen Oriental medical center in Oriental University Medical Center, Korea. Data were collected from November, 2002 to February, 2003 with questionnaire. Data analysis was done by SPSS PC+ 12 program. Frequency, percentage, and minimum/maximum values were used for investment contents, and frequency and percentage were used for conversion process and output contents. 1. The input factors of oriental nursing management system The objective's western hospital career was over five years of one hundred and seventy-five(73.2%) persons. Nursing in-service education was performed in fourteen hospitals(77.8%). Two hundreds(83.7%) were pro to oriental nurse system. Only four hospitals(22.2%) had independent budget in nursing division. Nursing staff allocation to the bed was from 2.8:1 to 9.06:1 respectively, with a big gap of the rate following the hospitals. 2. The conversion factors of oriental nursing system 1) Oriental nursing system Oriental hospital nursing system was organized independently in ten hospitals among eighteen hospitals. The recruitment of nurses which was a vital role of the nursing division of the hospital was mostly(79%) opened. The education to develope nursing personnels was through in-service one in 97.4%. Education for oriental nursing and management was performed in 42.1%(eight hospitals) and that for reserves was done in 36.8%(seven hospitals). Administration for nursing education by nursing division was 68.5%(thirteen hospitals). The post education evaluation was performed by report submission in 36.8%(seven hospitals), by written examination in 26.3%, by questionnaires in 21.1%, and by lecture presentation in 15.8% subsequently. The directorial meeting for the nursing directors was attended by 84.2%(sixteen hospitals), and the meeting type was the medical executive and support division executive meeting in 55.6%(ten hospitals) and the personnel management in 39.6%(seven hospitals). 2) The actual conditions of oriental nursing personnel management The reason of working in oriental hospital was by voluntary in 67.1%(a hundred and sixty persons), by nursing department order in 28.0%(sixty-seven persons), and by others in 5.0%(twelve persons) respectively. The shift form was a three-shifts one in 94.7%(eighteen hospitals), a two-shift one in only one hospital. Duty assignment was functional in 52.6%(ten hospitals), team and functional in 26.3%(five hospitals) and no team alone. Promotion manual was present at 68.4%(thirteen hospitals) and the competency essentials comprised of performance evaluation in 79%, interview, written examination, training result, study result subsequently. No labor union existed in 79%(fifteen hospitals) 3) Oriental nursing preceptor system There were five oriental hospitals(27.7%) administering the preceptor utilization model, which showed lower rate than the twenty-two medical university hospitals in Seoul in which fifteen hospitals (72.7%) were having the system. To the question of necessity of oriental nurse system asked to the objectives of two hundred and thirty-nine with more than three year-experience in oriental hospital, two hundred persons(83.7%) answered positively. 4) The control of oriental nursing The evaluation results from the target hospitals were mostly not opened in 89.4% of oriental hospitals. Thirteen hospitals(68.3%) had evaluation system of direct managers and the next were three hospitals(15.8%) of direct managers and selves. There was one hospital(5.3% each) where fellows and superiors, fellows, and inferiors' evaluation was performed and no hospital where superiors, fellows, inferiors and selves, and superiors, fellows and selves' evaluation was performed. The QI activity of nursing was 42.1%(eight hospitals) for nursing service evaluation, 36.8% for survey of ECSI, 26.3% for survey of ICSI, 15.8% for medical visit rate, 10% for hospital standardization inspection in sequence. 3. The output factors of oriental nursing management system The job satisfaction appeared good in general, indicating very good in thirty-seven persons (15.7%), good in one hundred and fourteen persons (48.3%) and fair in eighty-five persons(36.0%).

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A Study on Non-smoking Policy and Factors Related to Smoking in General Hospitals (종합병원의 금연방침과 직원의 흡연관련 요인 분석)

  • Nam, Eun-Woo;Ryu, Hwang-Gun
    • Korea Journal of Hospital Management
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    • v.6 no.1
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    • pp.85-106
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    • 2001
  • Since physical damages caused by passive smoking had been widely recognized, the Korea parliament enacted the National Health Promotion Law on September, 1995. The law specified nonsmoking areas in all public facilities, including hospitals. But this law is not strictly enforced. The benefits of a nonsmoking policy can not be expected by the public. Even though hospitals should preserve a smoke-free-environment, most of hospitals are not under full controls against smoking. The purpose of this study is to identify factors related to smoking in general hospitals. Field study and surveys were simultaneously performed at study hospitals in Busan. 9 of 24 general hospitals were selected and survey was performed for 10 days by investigators during January of 2000. Nine hospitals had nonsmoking regulations, but only 8 hospitals had designated nonsmoking areas. Two hospitals among those hospitals had a nonsmoking committee. Patients' smoking rate was 35.0%, while hospital employees' smoking rate was 22.5%. The smoking rates of physicians, nurses, administrators and medical technicians were 45.38%, 0.85%, 31.73% and 40.70%, respectively. In the question of the severity of damages caused by passive smoke, only 29.2% of the smoking group considered smoking as a serious health risk, while 69.4% of non-smoking group did. Christian employee showed lower smoking rate compared to other employee did. Even though physicians should educate patients and other professions about smoking, physicians' smoking rate (45.4%) was higher than other professions. As a consequence, this study insists that general hospitals should enhance their nonsmoking policy and implement any practical policy for smoking free hospital environment.

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Relationship between Organizational Culture Types and Organizational Effectiveness in Hospitals (병원의 조직문화유형과 조직유효성의 관계;간호사를 대상으로)

  • Lee, Myung-Ha
    • Journal of Korean Academy of Nursing Administration
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    • v.4 no.2
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    • pp.363-385
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    • 1998
  • The purpose of this study is to investigate the relationship between organizational culture types and organizational effectiveness in the hospitals and to identify the cultural and organizational characteristics of the hospitals with high organizational effectiveness. Data were collected from May 12 to June 14. 1997 through questionnaire taken by 1.118 nurses working in 10 hospitals with more than 800 beds and from annual reports published by the hospitals. The instruments were used for collecting the data: Organizational Culture Questionnatire and Organizational Characteristics Questionnatire developed by the researcher. Mowday's Organizational Commitment Questionnaire. Taylor & Bovver's General Satisfaction Scale. The Results were as follows: 1. The meta culture of the hospital organizations was the conservative culture. 2. There were significant differences of the four organizational cultural types - affiliative culture. innovative culture. conservative culture. task culture among the hospitals(p=.00). 3. The hospital organizations were classified in to three cultural patterns. each of which had similar cultural composition. on the basis of the scores indicating the similarity and difference of the foul' organizational cultural types among the hospitals. The organization of each group represents conservative- dominant culture. innovative-dominant culture and competitive culture. 4. Nurses' organizational commitment and job satisfaction were significantly different among the cultural patterns(p=.00). In other words. the hospitals with innovative-dominant culture showed higher organizational commitment and job satisfaction than ones with conservative-dominant culture and competitive culture. And also. the growth rate of outpatients and inpatients were significantly different among the cultural patterns(p<.05). The hospitals with innovative -dominant culture showed higher growth rate of outpatients and inpatients than ones with conservative-dominant culture and competitive culture. 5. The hospitals with conservative-dominant culture and competitive culture showed higher level of centralization than ones with innovative -dominant culture(p=.00) And the hospitals with competitive and innovative-dominant culture showed higher level of communication than those with conservative-dominant culture(p=.00) Finally. the hospitals with innovative-dominant culture showed higher level of managerial strategy than those with conservative-dominant and competitive culture. among which the latter showed higher level of managerial strategy than the former(p=.00).

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A Study on the Historical Background and Deployment Characteristics of Mobile Hospital for Disaster - Focused on Military Mobile Hospitals (재난대응 이동형 병원의 역사적 배경 및 배치 특성 연구 - 군 이동병원을 중심으로)

  • Yang, Minkyu;Suh, Sangwook;Lee, Young
    • Journal of The Korea Institute of Healthcare Architecture
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    • v.24 no.3
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    • pp.39-47
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    • 2018
  • Purpose: The purpose of this study is to examine the deployment types and characteristics of mobile hospitals with it's historical backgrounds. Methods: Since the disaster can not be classified by country, the scope of the study is to include both domestic and foreign mobile hospitals. In order to minimize the casualties from the field hospitals used at the time of the First World War, which is the mother of mobile hospitals, we analyzed the mobile hospitals which are more compact and changed to the target areas and analyzed the mobile hospitals. Results: Historically, mobile hospitals have been transformed in a way that they are close to the target area and rapidly inject essential elements, and the deployment of wards has evolved to be able to combine in any form with center corridor. In the case of hospitals that can deal with infectious diseases, each treatment room was installed separately to thoroughly separate the copper wire. Implications: As disaster damage increases and incidence increases, field response should be quick. However, research on mobile hospitals, which are indispensable for field response in Korea, has not been conducted in various ways. From the origins of mobile hospitals, the development process is reviewed, and research is carried out to clarify the grounds and backgrounds for the planning of mobile hospitals that are quick and appropriate to the situation in Korea and abroad.

Marketing Activities and Financial Performance of Korean Hospitals (우리나라 병원의 마케팅 활동수준과 재무성과)

  • Han, Chang-Hoon;Kim, Won-Joong
    • Korea Journal of Hospital Management
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    • v.4 no.2
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    • pp.106-130
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    • 1999
  • The main objective of this paper is to perform an empirical analysis on the relationship between various marketing activities and financial performance of Korean hospitals. A survey was conducted through structured questionnaire for 495 hospitals, and data from 218 hospitals were utilized in the final anaylsis.(response rate: 44%) Survey items include general characteristics of the hospitals(size, type, location), degree of competition, financial performance. marketing organization! budget, and level of various marketing activities in service development, access improvement, promotion, and pricing. We examine descriptive statistics of the response scores on marketing activities to evaluate the current status of marketing management of Korean hospitals, compare the results across hospital size, type and location, and perform regression analysis to investigate the relaionship between marketing and financial performance. Major findings are as follows: 1) About 46% of the responding hospitals have marketing departments although they are named as 'planning' or 'PR' departments, and the marketing budget on average represents 1.74% of the total expenditures. 2) Average level of marketing activities is calculated to be about 3.32 on 5-point scale, meaning that Korean hospitals implement their marketing programs 'somewhat actively'; however, the scores on the areas of marketing plannning and strategy are relatively low. 3) Large hospitals tend to be more active in marketing than small hospitals, and public hospitals' activities in marketing are not lower compared to private hospitals. 4) Level of overall marketing activities is positively related with financial performance measured by various finacial indicators except for profitability, implying that marketing is successful in revenue generation but needs to be more cost-effective. Also, when the marketing variables are separately included in the regression, no significant relationship is found, which means that various marketing activities are more effective when they are collectively implemented.

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Current status of nutritional support for hospitalized children: a nationwide hospital-based survey in South Korea

  • Kim, Seung;Lee, Eun Hye;Yang, Hye Ran
    • Nutrition Research and Practice
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    • v.12 no.3
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    • pp.215-221
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    • 2018
  • BACKGROUND/OBJECTIVES: The prevalence of malnutrition among hospitalized children ranges between 12% and 24%. Although the consequences of hospital malnutrition are enormous, it is often unrecognized and untreated. The aim of this study was to identify the current status of in-hospital nutrition support for children in South Korea by carrying out a nationwide hospital-based survey. SUBJECTS/METHODS: Out of 345 general and tertiary hospitals in South Korea, a total of 53 institutes with pediatric gastroenterologists and more than 10 pediatric inpatients were selected. A questionnaire was developed by the nutrition committee of the Korean Society of Pediatric Gastroenterology, Hepatology and Nutrition. The questionnaires were sent to pediatric gastroenterologists in each hospital. Survey was performed by e-mails. RESULTS: Forty hospitals (75.5%) responded to the survey; 23 of them were tertiary hospitals, and 17 of them were general hospitals. Only 21 hospitals (52.5%) had all the required nutritional support personnel (including pediatrician, nutritionist, pharmacist, and nurse) assigned to pediatric patients. Routine nutritional screening was performed in 22 (55.0%) hospitals on admission, which was lower than that in adult patients (65.8%). Nutritional screening tools varied among hospitals; 33 of 40 (82.5%) hospitals used their own screening tools. The most frequently used nutritional assessment parameters were weight, height, hemoglobin, and serum albumin levels. In our nationwide hospital-based survey, the most frequently reported main barriers of nutritional support in hospitals were lack of manpower and excessive workload, followed by insufficient knowledge and experience. CONCLUSIONS: Although this nationwide hospital-based survey targeted general and tertiary hospitals with pediatric gastroenterologists, manpower and medical resources for nutritional support were still insufficient for hospitalized children, and nutritional screening was not routinely performed in many hospitals. More attention to hospital malnutrition and additional national policies for nutritional support in hospitals are required to ensure appropriate nutritional management of hospitalized pediatric patients.

The Analysis of Brand Value and Market Share at the Largest Hospitals the Metropolitan Area (수도권 초대형병원의 브랜드 가치와 시장점유율 분석)

  • Kang, Han Seom;Park, So Youn;Kim, Hyo Jeong;Kim, Young Hoon
    • Korea Journal of Hospital Management
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    • v.23 no.1
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    • pp.41-50
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    • 2018
  • The purpose of this research is to evaluate Brand Value by using the K-BPI(Korea Brand Power Index) of Korea Management Association which is based on consumer awareness, as well as to identify how Brand Value which is composed of top of awareness, unaided awareness, aided awareness, image, possibility of purchasing, preference, affects on the Market Share perceived by consumers. This research subjects were 10 hospitals with more than 1,000 beds in Seoul and Gyeonggi-do, and survey subjects were 20 or older adults living in the metropolitan area of Korea. Using K-BPI for measuring Brand Value and used calculation of Market Share according to consumer preference model for measuring Market Share. The major results of this research are as follows: First, this research identified that the top 5 hospitals of largest hospitals in metropolitan area measured by using K-BPI and Market Share were same hospitals as Big 4 hospitals of previous research evaluating the comprehensive competitiveness of hospitals and also same as hospitals that appeared recently. Second, Big 5 hospitals ranked first to fifth in both Brand Value and Market Share. To identify the relationship between K-BPI items(top of awareness, unaided awareness, aided awareness, image, availability, preference) and Market Share, multiple linear regression was used by dividing 5 upper and 5 lower group of hospitals per each. The group of 5 upper hospitals had a significant effect on Market Share, with 'top of awareness', 'unaided awareness', 'aided awareness'. The group of 5 lower hospitals had a significant effect on Market Share with 'unaided awareness', 'aided awareness'. The results of this study and hospitals of the first to third hospitals published in the K-BPI press release reported by KMAC in 2017, and the previous studies evaluating the comprehensive competitiveness hospitals, all had one thing in common that Big 4 hospitals ranked high position. This suggests that evaluation of Brand Value also can be a evaluation measure of hospital. A new competitiveness of hospital is expected by managing brand awareness to have a brand competitiveness and by securing intrinsic Market Share of consumer to reach hospital use ultimately.

Survey on Working Condition of Radiological Technologists (방사선사(放射線士)의 동무(勤務) 실태(實態)에 관한 조사연구(調査硏究))

  • Choi, Jong-Hak;Jeon, Man-Jin;Park, Young-Sun
    • Journal of radiological science and technology
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    • v.9 no.1
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    • pp.51-63
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    • 1986
  • We got the following results from the 324 radiologic technologists as we surveyed their working condition by using the questionaire, who were working in the medical institutions (general hospitals and doctor's clinics) situated in the area of Seoul city, Kyung ki-do and Chung-chong-do since June to December 1985. 1. Their daily average working time was almost within 10 hours (in 93.9% of general hospitals, 66.1% of clinics). 2. About the numbers of holidays, 85.5% of general hospitals have one holiday per week,41.3% of clinics have one holiday per week or 38.5% of clinics have one holiday per two weeks. 3. Duty appointment of radiologic technologists in the department of radiology is taking charge of each part after serving for a certain part for some period (42.8%), taking charge of the special part continually or by turns in other working parts (35.3%). On the other hand in the clinics they took charge of all parts continually (53.2%) or by turns with their own situations. (30.3%). 4. Their daily working amount is too much in 51.6% of general hospitals or 45.8% of clinics. 5. They answered it was hard in 81.4% of general hospitals or 43.1% of clinics about the degree of difficulty of their work. 6. Their monthly salary is higher in the clinics than in the general hospitals and higher in Seoul area than in Kyung-ki or Chung-chong area. 7. Their yearly bonus .ate is 400%-600% (69.2%) in almost general hospitals, 100%-300% (57.8%) in th. clinics. 8. Danger allowance is paid with the monthly salary in 62.8% of the general hospitals or 19.2% of clinics and license allowance is paid in 44.7% of general hospitals or in 12.8% of clinics. 9. Their initial salary (except bonus) is about 200,000 won (in 76.8% of general hospitals, in 67.8% of clinics). 10. Their salary is raised regulary every year in 52.6% of general hospitals, but it is irregulary in 73.4% of clinics. 11. Promotion system is managed in 48.4% of the general hospitals or in 14.7% of clinics. 12. Retirement allowance is assured in 96.9% of the general hospitals or in 63.3% of clinics. 13. Main cause of their retirement is moving to more paid hospitals, better hospitals in working condition or facilities, moving to another cities, to the hospitals with more opportunities of promotion or choosing other jobs etc. 14. Human relationship with doctors, nurses or co-worker technologists as a member of medical team appeared almost intimate and good.

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