在競爭激烈的時代下，如何強化組織競爭優勢及永續經營，考驗著管理當局之經營策略，而人力資本之管理與運用將是奠定組織邁向成功之基石。長久以來，護理人員離職率逐年攀升的問題始終困擾著醫療機構，且其人員之高流動率將不利於病患之照護，實為社會各界所憂心。本研究認為人力資本之投入有助於降低護理人員離職率，進而維持醫療機構之競爭優勢，遂以人力資本投入之貨幣性因素、個人特質、人力資本投入之非貨幣性因素切入探討與離職率之關聯性，採北部某醫療機構2001年1月至2006年12月之縱斷面資料進行迴歸分析，並於2007年3月間對該醫療機構之護理人員進行問卷調查，以了解人力資本非貨幣性因素之投入對於護理人員離職傾向之影響。實證結果顯示：醫療機構投入之學習成本有助於降低護理人員離職率，且具有11個月之遞延效益；醫療機構整體護理人員人口結構之服務年資、年齡、已婚比率愈高，護理人員之離職率愈高；教育程度愈低、進階分級愈低，離職率愈高。本研究將人力資本之非貨幣性因素分為利害關係人、策略目標、企業文化、系統結構四構面，問卷調查結果則發現護理人員對於醫療機構之工作環境及領導方式越滿意時，其離職傾向越低。在進行人力資本各因素之實證探討後，本研究建構了一護理人力資本與離職率關聯之模型，深切希望有助於醫療機構管理當局找出改善護理人員高離職率之良策。 Under the vehemently competitive times, how management strategy enhance the organization’s competitive advantage and the everlasting is concerned by the manage authorities. Also, the management and utilization of the human capital is the bases for organizations seeking for success. In the hospital, for a long time, the high turnover rate of nurses effect the quality of patient care and is concerned by both the medical organizations and the publics.
This research suggests that the investment and inputs in the human capital would reduce the turnover rate and remain the competitive advantage of the hospital. We use the monetary items of human capital, nurses’ personal characteristics and the non-monetary itens of human capital to analyse the relationship between human capital and the turnover rate. A hospital''s data is acquired from January 2001 through December 2006 and the regression analysis is employeed. We also developed a questionnaire to the nurses of the hospital to learn how the non-monetary input of human capital affect the nurse''s aptitude for quitting.
The result shows the learning cost of the hospital is helpful to reduce the nurses’s turnover rate with 11 months of passing and postponing benefit; The result also shows the higher of the nurses’s service year, the higher the age and the higher the marrage ratio, the higher of the nurses’s turnover rate; the lower of the level of education, the higher of the nurses’s turnover rate. We then prepare a questionnaire that involves four non-monetary human capital input aspets such as the stakeholder, the strategy target, the corporate culture and the system structure. The result of our questionnaire shows, the more the nurses satisfied with work environment and the leadership of the hospital, the lower the intention of turnover. This research constructed a model for nursing human capital and turnover rate. We hope it can help organizations to understand and improve the high turnover rate of nurses.
