| dc.description.abstract | Martha Friska Hospital established in 1981 is a madya type hospital. In
managing a private hospital, the management is required to maintain their good
performance before the share holders, the patients using the hospital facilities, the
employees working in the hospital, and the business currently run. To accommodate
all of these interests, it needs to measure the comprehensive performance of the
hospital from the financial and non-financial aspects.
The problem to be answered in this study is how Martha Friska Hospital
performed for the period of 2004 — 2006. The purpose of this study is to find out and
analyze the performance of Martha Friska Hospital using the Balanced Scorecard
approach. The measurement is focused on the financial, costumers, internal business,
and growth. and learning perspectives. The theory used in this study is Strategic
Management Theory related to Balanced Scorecard.
This survey-supported case study was conducted in descriptive and qualitative
method. Primary data were obtained through interviewing the management and
surveying the samples consisting of 77 in-patient patients and 87 employees of this
hospital. Secondary data were obtained through financial report, medical record
reports and employee affairs report.
The result of study shows that, in terms of financial performance, the revenue
growth of out-patient program increases (1234%), the revenue of in-patient program
decreases (45,42%), cost increases (86,21%), and profit increases (71,32%). In terms
of customers’ perspective, the level of customers’ satisfaction reaches 73,6%. The
performance of intemal business shows a low level of service efficiency with the
value of BOR (57,4%), ALOS (5 days), BTO (32,2 times), and TOI (4 days). The
quality of service decreases with the value of NGR (3,38) and GDR (6,42). The
performance of growth and learning shows that employees’ satisfaction to their
superiors and salary are low (46,8% and 54,5%). The human resources development
through training is good (75,3%) and the turn over is high (70,2%).
The conclusion is that the score of performance in 2004 was good enough
(300), in 2005 was good enough (281) and in 2006 was also good enough (283). It is
suggested that the management need to pay a special attention to the measurement of
poor indicator and maintain the score of good indicator to improve future
performance of this hospital. | en_US |
