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

A Study of the Relationship among Department

Manager''s Strategic Involvement, Strategic

Commitment and Organizational Performance in Hospitals

中文摘要 本研究目的在探討醫院科室主管策略投入、策略承諾與經營績效之關係，以橫斷 式結構性問卷調查法，針對醫院的科室主管，收集其個人變項之基本資料，及其 對於醫院經營策略的投入與承諾情形，以探討科室主管個人變項對策略投入、策 略承諾的影響，以及策略投入與策略承諾間，策略投入、策略承諾與醫院經營績 效間之相關性。研究工具包括策略投入量表、策略承諾量表、主觀績效量表，研 究對象為北部地區共十八所經行政院衛生署至 86 年底評鑑合格的區域、準區域 綜合醫院之各科室主任、副主任，共發出問卷 317 份，有效回收數為 162 份，有 效回收率為 51.1%。 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。 英文摘要

The purpose of this study was to determine the distribution of hospital department manager,s strategic involvement and strategic commitment. The relationship among strategic involvement, strategic commitment and 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 and personal data. There were 162 valid

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, synthesizing 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 involvement was significantly associated with education background. Strategic involvement, facilitating adaptation, implementing, and strategic commitment of nursing managers were higher than physician managers. Facilitating adaptation of nursing managers was also higher than executive managers. In strategic commitment section, 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 hospitals. Based on the study results, the related training courses of middle manager were suggested.