A Study of Management Mechanisms and Performance in Management Contracts of Government-owned Hospotal: Life Cycle Model Perspective

• Main Authors: YA-YING LI, 李雅櫻
• Other Authors: TZU-JU PENG
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/20244780880604334411

碩士 === 靜宜大學 === 企業管理學系 === 90 === A Study of Management Mechanisms and Performance in Management Contracts of Government-owned Hospital: Life Cycle Model Perspective Advisor:Dr. Tzu-Ju Peng Student :Ya-Ying Li Graduate Institute of Business Administration, Providence University ABSTRACT Management contract has become an important alternative to solve the long-term problems of inefficiency and financial crisis of government-owned hospitals. The literature on management contracts has centered primarily on the issues of accountabilities. Relatively less attention has focused on contract life cycle and its management mechanisms. This research aimed at exploring the correlation between the management mechanisms and performance. Particularly emphasized the management mechanisms that adopted by different stages of contract life cycle practiced in government-owned hospitals. Qualitative research method were conducted to figure out the correlation between constructs which derived from literatures. This study focused on 6 government-owned hospitals which were operated through management contracts that offered by 6 trustee hospitals, including 2 medical centers and 4 regional hospitals. Primary data was collected by face-to-face interview. 6 interviewees including hospital chairman and other department chiefs. Finally, this study concluded several major findings and proposed the following propositions for the reference of future research. Proposition 1: The adoption of management mechanisms would vary with different characteristic of trustee hospital. Proposition 1-1: When the trustee hospital is characterized as "medical college affiliated hospital", it is more likely to emphasize recruiting control, bureaucratic control and reward control mechanisms to manage the government-owned hospital which is operated by management contract. Proposition 1-2: When the trustee hospital is characterized as "private hospital", it is more likely to emphasize cultural control and bureaucratic control mechanisms. Proposition 2: The adoption of management mechanisms would vary with different accreditation level of trustee hospital. Proposition 2-1: When the trustee hospital is accredited as "medical center", it is more likely to emphasize training control and recruiting control mechanisms. Proposition 2-2: When the trustee hospital accredited as "medical center", it is more likely to emphasize the combination of bureaucratic control mechanism and reward control mechanism. Proposition 2-3: When the trustee hospital accredited as "regional hospital", it is more likely to emphasize the combination of recruiting control mechanism and performance reporting mechanism. Proposition 3: The adoption of management mechanisms would vary with different stages of contract life cycle. Proposition 3-1: When the contract life cycle is on the "initial stage", it is more likely to emphasize behavior control mechanisms. Proposition 3-2: When the contract life cycle is on the "growth stage", it is more likely to emphasize recruiting control mechanisms. Proposition 4: The bureaucratic control and reward control mechanisms would be emphasized in any stages of contract life cycle. Proposition 5: No matter what the contract life cycle stage is, trustee hospitals usually transplant their management mechanisms directly to the government-owned hospital which is operated by management contract. Proposition 6: The trustee hospitals will combine different control mechanisms to manage the government-owned hospital which is operated by management contract. Proposition 7: The performance would vary with different accreditation levels. The higher the accreditation level of trustee hospital is, the better performance of government-owned hospital is. Proposition 8: The performance of contract life cycle that is on the growth-stage and maturity-stage are better than the performance of contract life cycle that is on the initial-stage Proposition 9: When the contract life cycle that is on the maturity-stage, the performance is sluggish. Keywords: management contract, government-owned hospitals, contract life cycle, management mechanisms