臺灣博碩士論文加值系統

近年來，由於科技的發達、知識的發展，以及全民健保政策的實施，促使台灣醫療機構營運環境面臨重大改變。面對此環境與制度的變革，醫療機構的營運效率遂成為了醫療機構亟需重視的課題。此外，根據台灣醫院協會之人力資源委員會年報，人力成本範圍的百分比來自總營運預算的30%~55%，使得人力資源成為影響財務績效以及醫療可行性中重要的因素。因此要如何有效的控制人力資源，建立人力資源管理評估系統成為了醫療機構行政管理的重要課題。然而，過去的醫療機構人力資源管理系統之研究中，只著重於傳統性人力資源管理部分，卻常未將知識管理以及政府政策納為考量，因此本研究主要的目的在於將傳統性人力資源管理、知識管理以及政府政策納入，進而建構一個醫療人力資源管理評估系統架構，並且透過傳統性分析層級程序法(Analytic Hierarchy Process；AHP)以及決策實驗室法(Decision making trial and evaluation laboratory；DEMTEL)結合分析網路程序法(Analytic Network Process；ANP)予以進行醫療機構人力資源管理系統之評估，最後比較兩者之差異，找出最適切之方法，並針對其重要性指標提出改善建議。

為達此研究目的，本研究分別以桃園林口長庚醫院管理部門人員以及台灣醫院協會中之人力資源委員理事為問卷發放對象，問卷回收後，使用AHP以及DEMATEL結合ANP進行分析，其結果顯示DEMATEL結合ANP最能提高醫療機構人力資源管理評估系統之有效性，其前五項排名依序為B1知識發展(0.2800)、B2資訊系統(0.1780)、A4績效管理系統(0.0744)、A3教育/發展(0.0741)、A8組織發展系統(0.0723)，建議若要使醫療機構人力資源達到最有效的運用，可先行改善此五項指標。

In recent years, due to the advancement of technology、the development of knowledge and the implementation of the National Health Insurance (NHI),leading Taiwan hospital organization operating environment to face with serious changes. Confronting the transformation of the environment and system, the operating efficiency of the hospital organization becomes the important issue. Additionally, according to the annual report of Human Resource Committee of Taiwan Hospital Association (HRCTHA), the human resource cost occupies 30% to 55% in total operating budget. Thus, the HR becomes the important factor that affects the finical performance and the practicability of hospitals. Therefore, how to control human resource efficiently to build human resource management (HRM) evaluation system becomes the major topic of hospital organization administration. However, HRM’s research about hospital organization in the past only focused on traditional HRM, the knowledge management and government policy are not taken into consideration. Therefore, the main purpose of this study is to add the traditional HRM、knowledge management and government policy in order to build a hospital HRM evaluation system framework. Through traditional Analytic Hierarchy Process (AHP), Decision making trial and evaluation laboratory (DEMATEL) and Analytic Network Process (ANP) to evaluate hospital organization HRM system. Finally compare differences of the two methods to look for the best method and propose suggestions to the significant indicators.

In order to achieve this purpose, Taoyuan Linkou Chang Gung Memorial Hospital and the directors of HR committee of Taiwan Hospital Associate have to fill in questionnaires. After receiving the questionnaires, we individually use AHP and DEMATEL to combine with ANP for analysis. This result shows that using DEMATEL and ANP is the most efficient for enhancing hospital organization HRM evaluation system. The five ranking are as follow：B1 knowledge development (0.2800) 、B2 information system (0.1780)、A4 performance management (0.0744)、A3 training and development (0.0741) and A8 organization development system(0.0723). If you want to use hospital organization HR efficiently, you can firstly improve these five indicators.

摘要 i
ABSTRACT ii
目錄 iv
表目錄 vi
圖目錄 vii
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第四節 研究流程 3
第二章 文獻探討 5
第一節 醫療機構人力資源管理系統 5
第二節 醫療機構人力資源管理系統之構面與指標 6
第三節 決策實驗室法(DEMATEL)9
第四節 分析層級程序法(AHP)12
第五節 分析網路程序法(ANP)19
第三章 研究設計 23
第一節 研究對象 23
第二節 醫療機構人力資源管理評估系統設立 23
第三節 問卷設計 24
第四章 研究結果 28
第一節 AHP分析結果 28
第二節 結合DEMATEL與ANP之分析結果 31
第三節 兩種方法比較之結果 35
第五章 結論與建議 37
第一節 研究結論 37
第二節 研究建議 38
參考文獻 41
附錄A 47
附錄B 50

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