• Journal of Preventive Medicine and Public Health
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• v.28 no.3 s.51
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• pp.588-608
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• 1995

This study was intended to enhance the level of hospital personnel management through analysing job satisfaction of hospital employees in terms of structural, personal and environmental variables. The sample of this study consist of a total of 790 persons including doctors, residents, interns, pharmacists, nurses, medical engineers, office workers and manual workers who have worked for general hospitals with 200 beds, 300 beds and 800 beds respectively. The Likert's 5 scales were used for the measurement of satisfaction. The results can be summarized as follows: 1. Structural Variables The level of satisfaction on the job itself was generally low, 2.8 in Likert's 5 scales, with the order of role ambiguity(3.87), routinization(2.6), work overload (2.45) and autonomy(2.37). Hospital employees are aware of their responsibility and they regarded their work as heavy one. The compensatory satisfaction degree was 2.5 which was also low: There were in the order stability(3.1), distributive justice(2.57), pay(2.3) and promotion(1.9). Usually hospital employees showed high degree of stability, while, their satisfaction on promotion possibility is quite low due to specially differentiated structures of hospitals. The degree of satisfaction on the internal conditions of organizational culture was relatively higher as 2.92: They were co-worker's support(3.69), supervisory support(3.15), role conflict(2.64) and welfare(2.17) in order. The satisfaction on welfare as an economic condition was the lowest. 2. Personal Variables The level of satisfaction on personal variables was 3.27 which seemed to be quite high: Contribution to the hospital(3.38), attitude on job performance(3.28) and pride as a member of the hospital(3.07). They seem to believe that their work has been helpful to the performance of hospitals. 3. Environmental Variables The degree of satisfaction on these variables was 3.07 on the average which was derived from environmental factors such as family-role conflict and community support related to hospital employees' environment. The order of satisfaction for each variable is community support(3.2) and family-role conflict(2.94). They turned out to be fairly satisfied with their job in community and yet, they wanted more spare time to spend with their family.

• Journal of Nutrition and Health
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• v.38 no.9
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• pp.765-776
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• 2005

The purposes of this study were to a) examine IC (intellectual capital) circumstance of CFMC (contract foodservice management company), b) identify the correlation between IC of CFMC, c) analyze the cause and effect of IC in the viewpoint of contractor, client, and customer. The questionnaires of IC measurement were handed out to 108 CfHCs, there composing of main office employees, foodservice managers, customers, and clients of 207 school, 38 hospital, and 86 business/industry foodservices. The statistical data analysis was completed using SPSS Win (ver 12.0) for descriptive analysis, correlation analysis, simple linear regression analysis. First, CFMCs had operational experience for an average of 8 years and 8 months, and served an average of 38,540 meals a day. Most of the respondent companies operated 'food supply/distribution($50\%$)', 'catering ($46.7\%$)', and restaurant business ($43.3\%$)' except for institutional foodservice and managed an average of 66 clients for the contract period of 2 years and 3 months. Second, there was positive correlation between $\ulcorner$sales of foodservice$\lrcorner$ and 'market ability', $\ulcorner$client satisfaction$\lrcorner$ and necessary intellectual capital for managing branch/chain foodservice office, and $\ulcorner$customer satisfaction$\lrcorner$ and $\ulcorner$renewal and development$\lrcorner$, 'market ability', 'infrastructure support for foodservice operation', 'employee satisfaction', respectively. Finally, the result of the cause and effect analysis on CFMCs, clients, and customers was positively influenced by 'client satisfaction' with 'customer satisfaction', 'infrastructure support for foodservice operation' and 'customer satisfaction' with 'employee satisfaction', and 'infrastructure support for foodservice operation'. In conclusion, if CFMCs were to perform a routine checkups by utilizing CFMC's IC measuring tool, improvements in CFMC operational capacities as well as foodservice quality can be noted. Additionally, CFMCS can satisfy their client-customer relationship by employing internal marketing thechniques for employee, a more efficient infrastructure support system, and construc tive infrastructure utilization. Therefore, CFMCs can show significant improvement in their sales and foodservice quali-ty though continuous maintenance of the client and customer satisfaction.

• Journal of the Korean Dietetic Association
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• v.14 no.1
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• pp.87-96
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• 2008

The purposes of this research were to investigate in-patients' perception on foodservice quality and to examine factors influencing their meal consumption at hospitals. Three general hospitals with over 400 beds in Seoul and Chon-An agreed to participate in the research. A total of 516 in-patients of the hospitals were surveyed on their meal consumptions, reasons of plate wastes, perceptions of foodservice quality, and demographic information. A response rate was 76% after excluding responses with significant missing data. On average the regular diet patients consumed 72%, 69%, and 68% of rice, soups, and side dishes served, respectively; the therapeutic diet patients consumed less than 70% of the meals they were served. The consumption rates did not differ significantly by diet type, gender, age, and hospitalization period. Among the therapeutic diet patients, those who had nutrition education consumed significantly more rice than the others (p<0.05). The main reasons why the patients did not eat all food served were 'lack of energy' and 'not tasty'. The patients' perception on foodservice quality was low; the therapeutic diet patients perceived more negatively than the regular diet patients in 'keeping hot food hot, cold food cold(p<0.05)', 'maintaining consistency of taste(p<0.01)', and 'providing nutrition information(p<0.01)'. To achieve the goal of the foodservice at hospitals, the dietitians can use the findings of the research in developing and implementing strategies to improve the patients' meal consumption. Recipe standardization, employee training, and production management will be useful for improving food quality and nutrition education on therapeutic diets for the patients will improve their meal consumption at hospitals.

• Korean Journal of Adult Nursing
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• v.17 no.1
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• pp.88-99
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• 2005

Objective: The purpose of this study were to: (1) describe the individual characteristics, perceived health status, body image, and health promoting behaviors of staff nurses working in a metropolitan hospital and (2) determine the relationship of perceived health status, body image, and health promoting behaviors. Methods: Data were collected from 311 staff nurses working at one of university affiliated hospitals using a self-administered questionnaire for perceived health status(SF 36 V2), body image(BAQ), and health promoting behaviors (HPLP-II) and using the report of year 2002 employee physical check-up results for health related characteristics. Results: Most of nurses were within the normal range of BMI, total cholesterol, and liver enzymes but 42.2% had systolic BP above 120mmHg and 37.3% hemoglobin below 12g/dL. Although 96.4% of BMI score indicated 'underweight' or 'normal', 'feeling fat' showed the highest. Among health promoting behaviors the most frequently reported one was spiritual growth and the least one was engagement in physical activity. In the correlational analysis, health promoting behaviors had the positive relationships with perceived health status, vitality, mental health, attractiveness, strength and fitness (p=.000 - .004). Conclusion: These findings provide information that is relevant in designing interventions to enhance health promoting behaviors among nurses working in a hospital.

• Health Policy and Management
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• v.18 no.2
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• pp.39-66
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• 2008

This study examines organizational qualities such as vision, mission, teamwork, fairness, and empowerment and their effects on organizational members. As a result of analysis, these qualities are identified to affect member satisfaction, but not to affect job involvement. Member satisfaction affects job satisfaction, and this relationship retains indirect influence through an increase in member satisfaction. Further, improved member satisfaction and job involvement are found to affect organizational commitment. These results are derived from complete enumeration on members of an organization where particular traits such as member position, job classification, and the privity of contract are intermixed. In case where research is conducted on the aforementioned traits separately, different results would be anticipated depending on each trait. The implications of this study are as follows. First, clear-cut organizational vision and mission established by the top management of an organization prevent confusion amongst its members, and thus have the highest level of effect on member satisfaction. Second, teamwork in reference to the. relationship amongst team members of a work group and goal awareness improves member satisfaction. Third, autonomy for job performance and related empowerment improve member satisfaction. Last, fairness in wages and promotion affects member satisfaction. Therefore, internal qualities of an organization perceived by its members have a higher degree of influence over external qualities including compensation and promotion on the members. In addition, these internal qualities indirectly affect job involvement through an increase in member satisfaction, and, in turn, member satisfaction and job involvement affect organizational commitment of the members. In case of member satisfaction, not only does it affect organizational commitment of the members of an organization directly, but also affects organizational commitment indirectly through job involvement. This study is conducted with only one hospital in consideration, and thus its findings may not be generalized for every medical organization. However, this study retains distinct attributes of complete. enumeration, and the precedence of each variable is closely investigated.

• Korea Journal of Hospital Management
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• v.5 no.1
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• pp.105-128
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• 2000

This study was conducted to investigate the prospects and issues for the implementation of the annual salary system in Korean hospitals. Data were collected from the top management of 669 hospitals in Korea through the self-administerd questionnaires. Of the 175 respondents, 171 questionnaires were used as final data and analyzed using $X^2$ test. The results of the study are as follows. 1) It is found that 49.7% of the study hospitals are operating the annual salary system. 2) Among the hospitals which are not operating the annual salary system, 49.2% have the plan to implement the system and 44.5% have not decided yet whether they introduce the system or not. 3) The proportion of the hospitals which have the plan to implement the annual salary system within 5 years is 96.8%. 4) The proportion of the hospitals which will begin the system only with full-time physicians and middle level managers is 36.2%, while that of the hopsitals which will apply the system to all employees is 30.5%. 5) Hospital Administrators seems to prefer to 10-20% salary gap for the introduction period among the employees with same salary. 6) Most of the respondents are willing to accept the payment system based on the performance. 7) The major issues which should be dealt with before the implementation of the annual salary system are the establishment of the objectivity of performance evaluation criteria, the improvement of teamwork, and the maintenance of organizational commitment. 8) The desirable criteria for employee evaluation are found to be the mixture of the ability, job position, tenure, and the job difficulty.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.173-201
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• 2001

This study purports to examine the current management and information technology related strategy of Korean hospitals and suggest the effective management strategy in the 21st century when is digital era. Specifically the study tries to analyze the changing trends of strategic orientation and investigate the general management and information technology strategy of Korean hospitals. Self-administered Questionnaires were distributed to 721 hospitals nationwide and finally 98 Questionnaires were analyzed for the study. The results of the study are as follows : 1) Half of the respondent hospitals reported that they have an analyzer orientation in 2000, whereas 19.4% were prospectors, reactors 16.4%, and defenders 14.3%. However, the respondent hospitals intended to have a prospector orientation in the future (2002), while 29.6% planned on being analyzers, 17.3% reactors, and 3.1% defenders. 2) Hospital services for improving patient satisfaction were the most common. strategy for the respondent hospitals, followed by cost containment, organizational restructuring, employee education, purchasing system change, specialization of clinical services, quality improvement of medical care, strengthening the networking with the stakeholders, public relations and marketing strategy, diversification, and installing the information system. However, the strategies of annual salary system, retrenchment of unprofitable services, merit payment based on performance were still not popular for the respondent hospitals. 3) As for the strategies related with information technology, most hospitals have not implemented actively, except for the establishment of home-pages, order communication systems, and insurance claims through electronic data interchange system. 4) There were significant differences in the level of strategy implementation in terms of the ownership, bed size, financial performance, and the top managers I knowledge of information technology. The larger bed size, the higher financial performance, the better knowledge of information technology the top managers have, the more strategies the respondent hospitals implemented. The managerial and political implications for Korean hospitals in digital era were also discussed.

• Korea Journal of Hospital Management
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• v.2 no.1
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• pp.114-136
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• 1997

This study was carried out to find out the effect of conflict between profession groups within medical institution. For the purpose, the questionnaire-based research was done with 605 persons consisting of specialists, residents, nurses, radiologic technicians, clinicopatholigic technicians, health record administrator, administrative employees who are working in a university hospital located in Taegu City from February 15, 1997 to March 2, 1997. The results of the study were summarized as follows. The subject profession group against which each profession group feels the most conflict in interprofession mutual recognition relation was found out as follows; Specialists(34%) against colleague specialists, residents(54.0%) against nurses, nurses(54.8%) against residents, radiologic technicians(44.0%) against residents, and clinicopathologic technicians(34.5%) against nurses, while it was shown that health record administrator felt even conflict against residents, nurses and administrative employees and administrative employees(48.1) did against nurses. Most employee group answered that medical specialists have a one-sided and individual attitude toward all affairs, while both medical specialists and administrative employees of hospital answered that nurses are one-sided. It was shown among such groups that radiologic technicians' conflict results from their thinking which mutual dependence and cooperation are lowest while individual difference is highest, clinicopatholigic technicians' conflict from the problem in mutual communication, medical specialists' conflict from difference in goals greater than other group, respectively lower than other group. The rate of vertical conflict between groups was highest for the health record administrators and then for the radiological technicians, while it was lowest for the medical specialists and then for the nurses. In addition, the rate of horizontal conflict was high for both medical specialists and nurses, but it was low for the health record administrations and clinicopathological technicians. The group with the highest job satisfaction was the medical specialists and nurses, and the group with the highest involvement in organization was the medical specialists and administrative employees. Also it was shown that both medical specialists and clinicopathological technicians show a favorable attitude toward patients. Factors having an effect on the vertical conflict included difference in goals, cooperation within group and leadership. It was shown among those factors, however, that only the leadership has an effect on all the groups evenly. The horizontal conflict was influenced by such factors as educational level, mutual dependence, difference in goals, cooperation within group, and individual difference, when an important factor was the difference in goals for all the groups. Their attitude toward patients was influenced by the vertical conflict and age, but the vertical conflict was the most significant factor for the medical specialists. In conclusion, it is required to control properly the conflict between employees as well as between profession group and to execute good leadership, so as to improve patients' satisfaction which is the key goal of hospital.

• Journal of Korean Clinical Nursing Research
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• v.15 no.2
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• pp.139-155
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• 2009

Purpose: The purpose of this study was to identify role through job analysis (duties and tasks) of nurses who work as clinical nurses with education and clinical nurse with patient coordination within the hospital. Methods: The DACUM committee was organized with 8 nurses each, clinical nurses with education and clinical nurses with coordination. The committee derived the duties and tasks of the two groups of clinical nurses from their actual work in the hospital through a DACUM workshop. Validity of the derived duties and tasks was tested by 12 nurses at each of 3 hospital. Results: For clinical nurse with education, 8 duties and 45 tasks were identified, which included patient education and consultation, patient advocacy, management of the therapeutic process, direct nursing care, activities work directed at improvement, management of health promotion events, administration work, and self-improvement. For clinical nurse with coordination, 10 duties and 54 tasks were identified, and included client consultation, client education, direct nursing care, coordination of therapeutic flow, employee education, public relations with the community, planning and operation of meetings, administration work, work directed at improvement, and self-improvement. Conclusion: The results of this study contribute to not only the work of the participants but also basic data for human resource management in the hospital.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.14 no.8
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• pp.3704-3714
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• 2013

This work was intended to investigate types and characteristics of job stress in general hospitals and special hospitals, and thereby suggest the direction to perform stable employee management and stress alleviation program through the ways of overcoming stress depending on each characteristic of hospitals. In this study, 109 of professionals working in general hospitals and 117 working in specialized hospitals participated, and, as a measuring instrument, the 'Measuring Instrument of Korean Job Stressors' according to 'Standardization and Development of Korean Job Stress Questionnaire' made by Occupational Safety & Health Research Institute as part of a policy research project in 2004 was used. As a result, this work looked into stress characteristics appearing differently according to the environment and organizational system of general hospitals and special hospitals. Based on the study result, it is expected that this work will be used as a fundamental material to develop the program of overcoming stress on the basis of each hospital characteristic.