Strategic Adaptation of Public Hospitals under the Implementation of Corporatization─Exemplified using Veteran Affairs Committee Medical Organizations

• Main Authors: Nan-Sen Chou, 周南森
• Other Authors: Yu-Sheng Liao
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/22705763251272823120

碩士 === 國立陽明大學 === 醫務管理研究所 === 93 === Abstract The corporatization of public agencies has been adopted by governments in many countries as a mean of rejuvenating the outdated organizations, increasing the administration efficiency, and reducing the financial burden. Our government has also set up the Government Reform Committee on May 27, 2002. The completion of the Draft Public Corporation Act, for which many of the Japanese government’s practices in public corporatization had served as a paradigm, immediately followed in the next year. This thesis is thus a qualitative study on the content of the Draft Public Corporation Act, its possible implementation approaches in the medical organizations overseen by the Veterans Affairs Commission of the Executive Yuan. This study concludes: (i) public corporatization can help to resolve some problems the public hospitals currently face, such as their outdatedness in organization structures and the lack of flexibility in their personnel and accounting systems; (ii) staff members of public hospitals are concerned about the preserving of their rights, the exact functions of the board of directors, and the fairness of the new personnel system after public corporatization takes place; (iii) the Veterans Affairs Commission medical organizations can benefit most through the adjustments in overall operation and task-dividing that result from the public corporatization. Lastly, this study makes the following four suggestions: (i) it should be avoided that the appointments of members of the board of directors becomes a way of rewarding those with connections at high levels and it is suggested that people understanding the culture of the organization should always be considered first in these appointments; (ii) the base salaries for public servants should be lowered while the amount of the rewarding from incentive programs should be increased, in order to eliminate the phenomenon of “different-workload, same-pay” and to better motivate the workers; (iii) the achievements of the hospitals in rural and remote areas should be mainly judged in their capabilities in collaborating with the government in implementing the public health policies; (iv) the three-level structure of the Veterans Affairs Commission medical system should be maintained and the design and planning on its overall operation and task-dividing should be enhanced.