醫療機構人資部門人員對人資管理關鍵成功因素之重要性及實施現況認知調查

The Importance of Human Resource Members in Medical Organization for the Key Success Factors of Human Resource Management and the Cognitive Survey of Present Implementation Situation

充分發揮本身才能之員工，能提供無可限量之價值。在激烈競爭市場中，良好人力資源管理是使組織立於不敗之地的重要課題。本研究目的為了解醫療機構人資人員對關鍵成功因素認知及實施情況與兩者之差距，並探討醫院層級、年資以及教育程度在關鍵成功因素認知與現況評估之差異。本研究針對醫院人資人員對人力資源管理關鍵成功因素認知之差異分析，調查關於任用、教育訓練、生涯規劃發展、薪資福利、績效評估、勞資關係和HRM整體配合等七構面之認知重要程度以及實際實施符合之狀況。以台灣醫院協會人力資源委員會委員所屬醫院之人事單位成員作為對象，採郵寄問卷調查方式，共發出250份問卷，回收200份，有效問卷回收率77.6%。以描述性分析及單因子變異數分析進行研究，研究結果如下：對人力資源管理關鍵成功因素之認知，分別以「運用資訊科技將HR業務電腦化」、「針對法令、醫院策略變化時提供訓練」、「高階主管對教育訓練的支持」居最重要前三項。對人力資源管理關鍵成功因素之實施現況，分別以「運用網路招募人才」、「進行薪資調查與掌握同業的薪資水準」、「建立申訴制度並暢通管道」居最符合前三項。對人力資源管理關鍵成功因素之差距，分別以「有計畫的增進員工的核心專長」、「設計員工的生涯發展路徑」、「運用資訊科技將HR業務電腦化」差距最大前三項。人口統計變項對人力資源管理關鍵成功因素之認知與實施現況，在「醫院層級」方面，對「任用」、「教育訓練」、「生涯規劃發展」、「薪資與福利」等四個構面皆有顯著差異。在「服務年資」方面，對「任用」、「教育訓練」、「薪資與福利」、「績效評估」等四個構面皆有顯著差異。在「教育程度」方面，對「教育訓練」、「績效評估」、「勞資關係」、「HRM整體配合」等四個構面皆有顯著差異。雖然企業對於人力資源管理嚴格要求之風氣已經影響醫界很多年，醫療機構也的確針對人才之招募、教育訓練及員工生涯規劃發展、薪資與福利、績效評估、勞資關係與HRM整體配合等重要部份加以改進。然而經研究結果顯示，實際落實情況卻有待商榷，醫療機構應進行了解目前實際實施之不足項目，融合本身之組織特色及文化，從現況和認知差距較高之項目先予以改善，並且徹底落實。

Employees fully developing their faculties are invaluable to the organizations. In highly competitive market, excellent human resources management plays an important role in creating successful organizations. The study is to find out human resources practitioners’ cognition to key success factors and the executive situation, and also the differences between both. Besides, the study also explores the differences of hospital level, working duration, and education level in the cognition of key success factors and the assessment. By the difference analysis of the human resources practitioners’ cognition to key success factors of human resources management in healthcare organizations, the study surveyed the cognitive level and the executive situation in seven dimensions including staffing, education and training, career planning and development, salary and benefits, performance appraisal, employee-management relation, and overall coordination of human resources management. 250 questionnaires were mailed for investigation to hospital members of Human Resources Committee of Taiwan Hospital Association, and 200 were returned with a response rate of 77.6%. The study applied description analysis and ANOVA for analysis, and the results are as follows. As to the cognition to key success factors of human resources management, the most important three items are respectively “computerization of human resources practice by information technology”, “the training provided for the modifications of decrees and hospital strategies”, and “leader support to education and training”. As to the executive situation of key success factors of human resources management, the most adequate three items are respectively “recruitment through the internet”, “salary survey and full understanding of salary standard in healthcare industry”, and “the establishment of appeal system through accessible channels“. As to the differences in key success factors of human resources management, the three items with the greatest differences are respectively “the planed promotion of core skills of employees”, “design of career planning and development for employees”, and “computerization of human resources practice by information technology”. According to demographic statistics to the cognition of key success factors of human resources management and the current execution, the hospital level shows significant differences in staffing, education and training, career planning and development, and salary and benefits. The working duration shows significant differences in staffing, education and training, salary and benefits, and performance appraisal. The education level also shows significant differences in education and training, performance appraisal, employee-management relation, and overall coordination of human resources management. Although the strict requirements for human resources management from the enterprises have influenced the healthcare industry for several years, the healthcare organizations have also been making great progress in some important parts such as staffing, education and training, career planning and development, salary and benefits, performance appraisal, employee-management relation, and overall coordination of human resources management. Nevertheless, according to the results of the study, the executive situation is still with great uncertainty. Healthcare organizations should pay more attention to the inferior items, and take workable action to improve from the items of the greatest differences by integrating with characteristics and culture of the organizations.