QUALITY MANAGEMENT IMPROVEMENT OF PRIVATE HOSPITALS IN BANGKOK METROPOLITAN

Abstract

The objectives of this descriptive research were to study: 1) the significant level of quality management improvement, organizational culture and performance of private hospital 2) the relationship between quality management improvement and hospital performance
3) the relationship between organizational culture and hospital performance 4) the relationship between organizational culture and quality management improvement of private hospital and 5) to create a model for quality management improvement of private hospital in Bangkok Metropolitan.

  The study sample were 263 managers including medical, nursing, quality assurance and supportive services managers. The research instrument was Likert scale questionnaires. The Content Validity Index (CVI) of the questionnaire was at 1.00 and the Item – Objectives Congruence (IOC) were between 0.97 – 1.00. The reliability of the questionnaires were tested using Cronbach’s Alpha Coefficient. The reliability results were at 0.96, 0.96, and 0.97 respectively. The statistics used for data analysis were frequency, percentage, mean, standard deviation, Pearson’s Product Moment Correlation and Multiple Regression Analysis.

           The study results showed that:

1) The significant level of the quality management improvement of private hospitals

as a whole were at highest level (= 4.25, SD. = .62). When considered each aspect, the customer focus was the highest (= 4.51, SD. = .49), followed by strategic planning (= 4.31, SD. = .53). The significant level of organizational culture as a whole were at high level
(= 3.81, SD. = .73). The adaptation culture was the highest (= 4.71, SD. = .71), followed by mission culture (= 3.78, SD. = .73). The significant level of hospital performance was at high level (= 3.90, SD. = .60), leadership was the highest (= 3.90, SD. = .59), followed by the customer focus (= 4.00, SD. = .52)

2) The relationship between quality management improvement and hospital performance showed positive relationship at high level with statistically significant difference of .01. When considered each aspect, all showed positive relationship with statistically significant difference at .01 including operational focus (r = .54), workforce focus (r = .50), Leadership (r = .48) and information and analysis (r = .47)

3) The relationship between organizational culture and hospital performance showed positive relationship at moderate level with statistically significant difference at .01. Each aspect of organizational culture also showed positive relationship at moderate level with statistically significant difference at .01 including consistency (r = .64), mission (r = .60), adaptability (r = .54) and involvement (r = .50)

4) The relationship between organizational culture and quality management improvement of private hospitals showed positive relationship at moderate level with statistically significant difference at .01. Involvement and consistency showed positive relationship with quality management improvement at high level with statistically significant difference at .01. Mission and adaptability showed positive relationship at moderate level with statistically significant difference at 01.      

5) The predictor analysis of quality management improvement and organizational culture toward hospital performance showed that both could predict private hospital performance.