An annual survey on job satisfaction and what affairs are viewed as being of significance to employees was conducted. The survey was divided into two parts: 1. Job satisfaction and 2. Significance of job affairs. The questionnaire content covered 21 items: motivation, aptitude, fairness of workload, psychological anxiety related to work, validity of work evaluation, presence of a person to consult in work, stress of operating a system or medical equipment, salary, personnel changes, vacation, atmosphere in terms of sexual harassment not being permitted, atmosphere in terms of people cooperating with each other, adequacy of information transmission, training support, staff communication, necessity of operational improvement, future morale, job type, official position, age and sex. Job satisfaction and Significance of job affairs were evaluated by using a 4-point and 3 point Likert scale, respectively. The questionnaire was completed by 78.9% of employees.
The survey results showed a fair level of satisfaction for motivation, aptitude, presence of someone to consult with, no stress in system operation, good atmosphere regarding sexual harassment, good cooperation, adequate information transmission and good communication. Correlation of coefficient yielded these 7 factors to be significantly correlated with job satisfaction and what is viewed as being significant. Moreover, the motivation, cooperation, adequate information transmission and training support were found to be significant factors for morale in the future.
The results for the items covering psychological anxiety, salary, vacation, and operational improvement showed there was dissatisfaction, and it was found that these are also important factors for job satisfaction and morale in future.
Motivation, training support, communications, valid evaluation, no psychological anxiety, cooperation, fairness, vacation, adequate information and adequate salary were statistically proved as important factors related to satisfaction of operational improvement. In addition, the concrete problems that have to be solved were found by this evaluation. Based on these results, a balanced score card will be introduced and the operation of each section will be reviewed for the rejuvenation of intangible assets of the hospital. Furthermore, to make ours a hospital preferred by patients a new organizational goal of “providing safe and high-quality medical treatment satisfying to patients and staff” will be established as a means to internally regenerate the hospital.
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