醫院病房區清潔外包管理方式對外包績效影響之探討

Effectiveness of Outsourcing Management Style on Hospital Housekeeping

杜素慧(Su-Hui Tu) ； 王佳惠(Chia-Hui Wang) ； 楊哲銘(Che-Ming Yang) ； 郭乃文(Nai-Wen Kuo)

《醫務管理期刊》 7卷2期 (2006/06) Pp. 173-192

摘要

本研究目的在於探討醫院清潔外包之病房護理主管管理風格，外包管理方式與外包績效之差異及影響；以北部地區三家公立和三家財團法人共六家醫學中心的病房護理主管為研究對象，採問卷調查法，依據六家醫院所提供有清潔外包之病房數，共發出257份問卷給病房護理主管填寫，回收222份，回收率為86.38%。結果如下：
1.財團法人醫院護理主管同意採取民主式的管理風格程度高於公立醫院。
2.公立與財團法人醫院外包管理方式中唯監督單位主管採取「監督過程」有差異外，其餘均無差異。
3.公立與財團法人醫院主管的外包績效無差異。
4.六家醫院的使用單位護理主管採用「監督結果」對清潔外包品質有負面影響，而外包商主管採用「監督過程」、「監督結果」和「控制處罰」的管理方式對清潔外包品質有正面影響；外包商主管採用「監督過程」和「監督結果」對清潔外包的工作時效有正面影響。
本研究建議醫院若考慮病房要清潔外包，在簽訂合約之前必須謹慎的選擇外包商，由過去履約實績對其管理經驗先瞭解和評估，如外包商主管管理方式是採「監督過程」和「監督結果」並適當的有「控制處罰」，對清潔外包品質和工作時效會有較佳表現。而清潔外包的使用單位，則建議配合監督合約執行過程，病房才會有好的清潔外包績效。

關鍵字

清潔外包 ； 外包管理方式 ； 外包績效

並列摘要

The purpose of this study was to explore the relationship between outsourcing contract style, management style of head nurses and the effectiveness of housekeeping outsourcing in six medical centers in northern Taiwan.
Six medical centers, including 3 public and 3 not-for-profit hospitals in northern Taiwan were included in this study. A questionnaire was sent to 257 head nurses in the six hospitals. There were 222 questionnaires completed. The return rate was 86.38%. The main results of this study were as follows:
1. The head nurses in the not-for-profit hospitals, compared with the head nurses in the public hospitals, had significant preference for using a democratic management attitude.
2. The only difference of housekeeping outsourcing management style between the public and not-for-profit hospitals, was ”process monitoring” of the monitoring unit.
3. There was no difference in the performance of housekeeping outsourcing in either the public or not-for-profit hospitals.
4. In the six hospitals, there were significant differences between the ”outcome monitoring” of head nurses and the quality of housekeeping outsourcing. There were significant differences between the ”process monitoring”、”outcome monitoring”、”using punishment for command” of on-site managers and the quality of housekeeping outsourcing. There were also significant differences between the ”process monitoring”、”outcome monitoring” of on-site managers and work effectiveness.
This study suggests that either public or private hospitals, should carefully choose housekeeping outsourcing company. The hospital management should understand and evaluate management experience of the outsourcing company before signing an outsourcing contract. When appropriate ”process monitoring”, ”outcome monitoring”, and ”using punishment for command” adopted by the outsourcing company, the job performance quality and effectiveness of housekeeping will be better. If the nursing unit participates the ”process monitoring”, the housekeeping performance will be better also.

並列關鍵字

House keeping Outsourcing ； Outsourcing Management Style ； Performance of Outsourcing

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