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Please use this identifier to cite or link to this item:
https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/30696
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| Title: | 日本「訪問介護」服務業經營模式之探討 |
| Other Titles: | 日本訪問介護服務業經營模式之探討
A study about the management of home-help service in Japan |
| Authors: | 曾淑媛;Tzeng, Shu-yuan |
| Contributors: | 淡江大學日本研究所碩士班
任燿廷;Jen, Eau-tin |
| Date: | 2005 |
| Issue Date: | 2010-01-10 23:53:22 (UTC+8) |
| Abstract: | 隨著2000年「介護保險法」的實施，日本地區有更多的民間業者加入福祉產業。本研究首先藉由文獻探討，了解日本介護服務市場的現狀與特徵，其後使用經營策略分析之手法，探討目前訪問介護服務市場之民間業者所面臨外部環境的機會與威脅，以及內部環境的優勢與劣勢。同時，兼以對市場上業者常使用之策略並搭以個案方式進行探討。
研究結果顯示，訪問介護服務之供需在快速成長及撤除市場規制下，提高品質的服務對訪問介護服務產業之經營主體而言，是一環相當重要的經營要素。又，人力資源管理將是攸關企業提升品質的關鍵。因此，有效控管人事成本將可以產生相當大的效益。在民間營利業者其經營策略之探討方面，發現業者很難求得服務內容的「高度差異化」，藉以提高附加價值之策略，反而採用如：建立IT體制、善用組織內外部之網絡、較有彈性的人事體制、多角化發展或是同時經營複合型服務等方式，提高經營效率，著重於降低生產成本策略之業者居多。
此外，從日本民間訪問介護業者的經營方式來看，則有幾點可供台灣業者作為參考。一、該產業若無法取得來自顧客的信賴，將很難拓展事業。二、設置據點於大都市區、次都市圈等地點，由於位處人口密集之處，除了市場有較高的發展性之外，人員移動時間得以縮短，業者容易收得較高之經營效率。三、雇用人員中，應主以第一線照顧服務員、個案管理師為主，至於中間管理階層職位之設定應愈少愈好。四、建立組織內外部網絡。五、提供複合化、多樣性服務。六、對業者來說，在考量降低人事成本及為因應業務量變動而保持之彈性下，未來對於非正式員工進行符合其職務的相關能力開發以及如何提高員工之滿意度將是需面臨之人事課題。
After the implement of Long-Term Care insurance Law in the year of 2000, there are more private enterprises have joined in welfare service sector in Japan. My study is through the document research to understand the present conditions and the features of the long-term care business market in Japan. Then, focus on the private home-help service providers, discuss the opportunities they have and the threats they are facing, their superiority and inferiority by analytic method of the administrative strategy. In the meantime I would like to discuss the strategies used by the corporations in several case studies.
The research shows the importance of the quality improvement in the management of the home care service when market is growing rapidly, and when government removes the barriers. Not only the human resource management is a key point to improve the quality of the service, but also the manager can get a lot of profit from controlling well labor cost. Beside, it is not easy for managers to improve higher value and get higher profits far away from other competitors. However, there are a lot of managers take the strategies such as building the IT system and flexible personal system , efficiently using the organization’s inside and outside net-works, developing diversification or provide complex services to customers, in order to improve the efficiency, to get more profit and to lower the cost.
Finally, there are some suggestions for Taiwanese home-care enterprises. First, the home-help service provider should get the trust from their customers to develop their business. Second, to be more efficient, the service location should be near cities, because of well development and for the time saving for home-care-giver to move from the one customer to another. Third, the companies need more care-givers than management employees. Fourth, keep all the networks working well. Fifth, providing complex services and creating more services that would meet customers’ satisfaction. Sixth, the managers would solve the dilemmas between human resource management about informal employees, such as the employees’ satisfaction and the career education, and keep the cost down. |
| Appears in Collections: | [Graduate Institute of Japanese Studies] Thesis
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