Moving towards a competence centre for geriatric medicine and care: Quality management and human resource management as major support factors

Löffler, Kerstin; Goldgruber, Judith; Hartinger, Gerd

doi:10.1016/j.bpa.2018.04.003

Cited by 7 publications

(11 citation statements)

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“…Thus, the skills possessed can contribute to hospital income. These findings are similar to that of a study which reported that the cost of training services provided to nurses contributed to a revenue increase at the Royal Prima Hospital in Medan [1]. Furthermore, the findings of a study conducted at the Bhayangkara Tebing Tinggi hospital concluded that driven by the performance of its human resources, the employee performance as well as the revenue increased after attending training.…”

Section: Discussionsupporting

confidence: 86%

“…Therefore, companies and organizations must run their business dynamically. They also need to be customer-oriented and cost-efficient so they can face changes and competition [1].…”

Section: Introductionmentioning

confidence: 99%

“…One study took the form of qualitative research, and the results showed that the hospital's performance scored 78%. There were three perspectives that should be considered, namely customer, the learning and growth, and the internal business process [1].…”

Section: Introductionmentioning

confidence: 99%

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Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Kundariyah

Tjahjono

Aini

et al. 2021

Dis.Prev.Public Heal J.

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Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten. Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

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Section: Discussionsupporting

confidence: 86%

“…Therefore, companies and organizations must run their business dynamically. They also need to be customer-oriented and cost-efficient so they can face changes and competition [1].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Kundariyah

Tjahjono

Aini

et al. 2021

Dis.Prev.Public Heal J.

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“…Agar pegawai termotivasi untuk meningkatkan kinerjanya, sebaiknya organsasi menggunakan ketrampilan sebagai dasar perhitungan kompenasi. Kepada pegawai juga perlu dijelaskan bahwa kompensasi yang diberikan, dihitung berdasarkan ketrampilan dan kemampuan mereka dalam mengembangkan ketrampilannya untuk menunjang penyelesaian tugas yang dibebankan kepadanya (Löffler et al, 2018;Arifin & Putra, 2019).…”

Section: Teori Keadilanunclassified

Pengaruh Gaya Kepemimpinan, Kepuasan Kerja dan Kompensasi Terhadap Kinerja Pegawai PT PLN (Persero) Wilayah Sulselrabar

Hamzih

Amrah

2020

JMS

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This study aims to: (1) the effect of leadership style on employee performance; (2) To determine the effect of job satisfaction on employee performance; (3) To determine the effect of compensation to employee performance; (4) To determine jointly the influence of leadership style, job satisfaction and compensation to employee performance. Type of this research is quantitative data. The object of this research is PT. PLN (Persero) Region Sulselrabar. The sampling technique using census method that all employees of PT. PLN PLN (Persero) Region Sulselrabar. Methods of data collection is done by distributing questionnaires. The results showed that (1) style of leadership and significant positive effect on employee performance; (2) job satisfaction and significant positive effect on employee performance; (3) compensation positive and significant effect on employee performance; (4) leadership style, job satisfaction and compensation together positive and significant impact on employee performance.

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“…The application of architectural patterns to strategic management is based on monitoring and continuous transformation [1][2][3][4]. Application of an architectural approach to strategic human resource management is discussed in [5][6][7]. Human resources are considered in terms of work, mental or physical activity.…”

Section: Introductionmentioning

confidence: 99%

Applying implicit knowledge for enterprise architectural transformation

2020

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The study describes a simulation model for the formalization of implicit knowledge about the team. The existing algorithms and methods of work to increase the amount of useful knowledge about the human capital of the organization do not allow obtaining knowledge about the development of the team and internal relationships. The effectiveness of architectural transformations directly depends on the quality of human capital management. The proposed model formalizes relations in the organization and proposes to form one of 4 strategies for personnel development, considering the individual characteristics of each of the employees. The article introduces the concepts of types of thinking and their connection to the life cycle of an organization. The study showed that the assessment of the organization’s personnel composition reveals the hidden cause-effect relationships between the effectiveness of the team and the stages of the organization’s life cycle.

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Moving towards a competence centre for geriatric medicine and care: Quality management and human resource management as major support factors

Cited by 7 publications

References 0 publications

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Pengaruh Gaya Kepemimpinan, Kepuasan Kerja dan Kompensasi Terhadap Kinerja Pegawai PT PLN (Persero) Wilayah Sulselrabar

Applying implicit knowledge for enterprise architectural transformation

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