醫院科室主管策略投入、策略承諾與經營績 效之關係探討

醫院科室主管策略投入、策略承諾與經營績 效之關係探討

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研究結果顯示，醫院科室主管之策略投入在中等程度以上，其中採取行動的參與頻率顯 著高於說服、促使部屬適應改變、綜合訊息。醫院科室主管之策略承諾亦在中等程度以 上。醫院科室主管之策略投入、策略承諾與主觀績效呈正相關；而醫院科室主管之策略 投入與策略承諾亦呈正相關。

在基本屬性方面，女性主管之策略投入顯著高於男性主管，主管的教育程度愈高，在策 略投入、及說服、促使部屬適應改變、綜合訊息三子構面，皆高於專科 ( 含 ) 以下教育 程度之醫院科室主管，且有顯著差異。護理主管在策略投入、及促使部屬適應改變、採 取行動的頻率顯著高於醫師主管，護理主管在促使部屬適應改變的頻率也顯著高於行政 部門的主管。在策略承諾方面，護理主管在降低成本的表現上，顯著高於醫師主管。

本研究的結果可提供醫院高、中階管理者在醫院經營管理之參考，且依據研究結果建議

，對中階管理者進行相關課程訓練，以便提升中階管理者策略的參與與執行。

A Study of the Relationship among Department

Manager''s Strategic Involvement, Strategic Commitment and Organizational Performance in Hospitals

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The purpose of this study was to determine the distribution of hospital department manager,s strategic invo lvement and strategic commitment. The relationship among strategic involvement, strategic commitment a nd organizational performance in hospitals were also examined.

Three hundred seventeen department managers of 15 regional hospitals were surveyed with questionnaires which were comprised of 4 parts ： strategic involvement, strategic commitment, subjective performance a nd personal data. There were 162 valid questionnaires collected at a response rate of 51.1%.

The results were shown that the frequency of department manager,s strategic involvement was higher than the moderate range. The frequency of implementing was significantly higher than that of championing, syn thesizing information, facilitating adaptation in the strategic involvement section. The level of department manager,s strategic commitment was also higher than the moderate range. Their strategic involvement and strategic commitment were significantly associated with subjective performance.

Furthermore, there was a positive correlation between the strategic involvement and strategic commitment.

Strategic involvement of female managers was higher than male managers. Manager,s strategic involveme nt was significantly associated with education background. Strategic involvement, facilitating adaptation, i mplementing, and strategic commitment of nursing managers were higher than physician managers. Facilit ating adaptation of nursing managers was also higher than executive managers. In strategic commitment se ction, the level of reducing cost of nursing managers was higher than physician managers.

These results would provide a reference of management for the top-level or middle-level managers of hosp

itals. Based on the study results, the related training courses of middle manager were suggested.