Hospital Image and Compensation/Benefit System on Organizational Attractiveness

Yu-Hua Yan and Chih-Ming Kung*

Hospital Image and Compensation/Benefit System on Organizational Attractiveness.

Organizational attractiveness is one of the core values of business management, especially
for the labor-intensive healthcare industry. Due to Taiwan’s National Health Insurance (NHI),
NHI restrictions and hospital accreditation system norms, hospitals are powerless to recruit
more medical and nursing manpower to offer care to patients, thus resulting in over-fatigue
of medical staff. The increasingly complex healthcare environment and healthcare resource
shortages have also aggravated the environment of medical practice. It is also because of the
unhealthy work environment, job leaving or career changes for medical personnel that have
caused manpower shortage problems to surface.

Taking a resource-based viewpoint, hospital image and compensation/ benefits have been regarded as niches for attracting more outstanding medical professionals in the labor market, which are important indicators for the acquisition of a key competitive advantage. that having a positive hospital image is conducive to organizational attractiveness. Businesses’ provision of more flexible benefit policies is more attractive to potential job seekers

In Taiwan, the government permits the setup of corporate and private medical institutions whose business management adheres by the multiple goals of “serving public interests” and “achieving private gains”. Therefore, the purpose of this study is to compare private and non-profit proprietary
hospitals in terms of clear hospital image and compensation/ benefit system on nursing organizational attractiveness, with hospital employees as participants.

Through the research, practical and theoretical research implications for academic and medical management practice can be proposed, which shall serve as a reference or basis for the government during system design. Additionally, practical strategic recommendations can be put forth for healthcare organizational managers.

Public Health Open J. 2017; 2(1): 33-41. doi: 10.17140/PHOJ-2-118