A Study of Decision Making on the Ownership of Public Hospitals under Reorganization—A Performance-based Assessment Model

• Main Authors: Yueh-yin Chen, 陳月英
• Other Authors: Jin-yuan Chern
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/28182532237384651496

碩士 === 長榮大學 === 醫務管理學系碩士班 === 101 === Objective The reorganization of ownership affiliation for the Department of Health (DoH) hospitals has been a challenge for government due to the bottleneck in transition and governmental policies. This study focused on the issues of affiliation of ownership for the emerging public regional hospitals. Based on the general performance evaluation model in combination with consideration of healthcare resource allocation policy, a new approach to decision making on ownership affiliation of DoH hospitals will be established to serve as a practical and objective guideline for policy makers. Methods The survey research was adopted for this study. The Balanced Scorecard concept was applied to assess the dimensions and indicators. 15 experts were invited to the Delphi survey and 13 questionnaires responded with a response rate of 86.7%. The analytic hierarchy process (AHP) was conducted to the participants at one DoH hospital. 30 questionnaires were distributed with 29 valid responses. The statistical analyses and computation of relative weights for AHP were executed with the aid of SPSS and EXCEL sofeware packages. Results Three out of seven categories of core value, organizational structure dimension, the customer dimension and policy mission dimension, reached 100% positive agreement among respondents. The other four categories, financial perspectives, internal process perspective, learning and growing perspective and social responsibility dimension, received a 5.5% disagreement. The relative weights showed that the highest category was the customer dimension (0.198) and the lowest category was the internal process perspective (0.110). The secondary assessment indicators showed that the highest weight was the percentage of qualified professional staff (0.056) and the lowest was the internal filing (0.009). Overall, most of the respondents were in good agreement and the new model is worth as a public hospital ownership decision making reference. Conclusions In summary, the overall 49 indicators in 7 core values showed that all respondents were in good agreement. We believe that these results can provide objective evaluation references for public hospitals. The assessment model can also be adjusted depending on the specialty of hospitals, and regional autonomy. Keywords: Operating ownership, Organizational restructuring, Operating performance, Public hospitals