探討停車場外包方式經營績效之差異：以南部某醫學中心為例

Exploring the Differences of Operational Performance on Parking Lot Outsourcing Strategies- by the Case of a Southern Taiwan Medical Center

近幾年外包被視為降低成本的工具，並常被醫療機構用於降低非核心業務成本 上，以提升組織整體競爭優勢。本研究欲以南部某醫學中心停車場為研究目標，探 討完全外包與人力外包方式，在管理效率與經營績效如品質、成本、彈性、交期之差 異。本研究採質性與量性混合的方式進行，針對某醫學中心總務部門管理者四位進行 深度訪談，同時針對醫院停車場顧客以便利抽樣方式進行問卷調查；共發放110份問 卷，有效問卷為101份，有效回收率為91.81%。回收資料以因素分析進行“品質”面 的因素萃取、獨立樣本t檢定進行完全與人力外包的差異分析、並以逐步迴歸分析探 討不同構面經營績效對於停車場管理整體滿意度的預測作用。研究結果發現品質構面 之「路線標示」和「交期」構面達到顯著差異；「交期」對於整體滿意度最有預測作 用。此外，人力外包方式在管理方面須負較多責任，但較能掌握停車場管理品質，也 可自行吸收盈餘。而完全外包則將經營權與營收交由外包商負責，醫院可免於管理 停車場業務，將管理重心放在醫療業務上。其次，兩者在顧客滿意度方面，品質、成 本、彈性三個構面差異不大，唯“交期”構面，完全外包優於人力外包。此外，交 期為影響整體滿意度最關鍵的構面。本研究建議醫院慎選外包商並自行主導滿意度調 查，以維護停車場品質與醫院聲譽。藉由本研究的進行，將可確立影響完全外包與人 力外包對於滿意度差異的關鍵因素，提供未來醫院停車場管理之參考。

In recent years, outsourcing, particularly the non-core outsourcing has been perceived as an essential tool to decrease costs and enhance organizational competitive advantages. This study aims to take parking lots of a southern Taiwan medical center as an example, and explore the differences of managerial efficiency and operational performance such as quality, cost, flexibility and delivery between complete outsourcing and human resource outsourcing. A mixed study combining qualitative and quantitative approaches was conducted. Four executives from general affair department of the hospital were interviewed deeply. A survey using convenient sampling was conducted for the parking lot customers. Totally 110 questionnaires were distributed and 101 effective questionnaires were received, yielding to 91.81% effective response rate. The data was analyzed by factor analysis, independent t-test, and stepwise regression analysis. The results find that among the operational performance measurements, the “marked lines” of the quality dimension and the “delivery” are significantly different between complete outsourcing and human resource outsourcing. “Delivery” is the dimension which shows significant predictive ability of the overall satisfaction. In addition, hospitals have more management responsibilities by using human resource outsourcing, but meanwhile have better control over the quality, and can obtain profits as well. On the contrary, by using complete outsourcing, hospitals can focus mainly on medical businesses. In addition, the results show no differences of quality, cost and flexibility between the two outsourcing strategies. As for delivery dimension, complete outsourcing performs better than human resource outsourcing. Besides, delivery is the critical dimension of overall customer satisfaction. The study first suggests to select outsourcing vendors prudently. Second, customer satisfaction survey should be conducted by hospitals in order to totally understand the outsourcing performance.