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The patient?s complaints regarding the lack of attitude and care of a nurse emerges due to the un fulfillment of bio-psycho-social-spiritual needs. This should not happen if nurse cares to the need of patient. In other hand, a nurse is an individual whose job is affected by his work environment, in this case, internal environment of organization as a consequence of assignment method employed. This research is aimed at proving a hypothesis of the association among work loads; interpersonal relationship; and leadership as a consequence of assignment method employed, and caring attitude of non intensive care unit nurse of Muhammad Husni Thamrin Internasional Salemba Hospital. This research employs cross sectional design. Chi Square Test was employed to analyze the association among work loads, interpersonal relationship and leadership; and caring attitude of the assigned nurse. Regression logistic was employed to see which variable is dominant toward caring attitude of assigned nurse. The population is the assigned nurse at non intensive care unit with total sampling of 42 taken from five rooms. Research instrument is made in the form of questioner which is developed from the previous research and nursing management theories to measure nurse-work-loads, inter personal relationship, leadership and Watson Caring Theory to measure nurse caring attitude according to the perception of assigned nurse. The validity and reliability of the instrument were tested at Puri Cinere Hospital. The result of the research shows that the proportion of 47.6% respondents have caring attitude while 52.4% have less caring attitude. Three (3) independent variables have significant association with caring attitude perceived by respondent. Interpersonal relationship and work loads variables are the strongest connected and significantly dominant variables. This research concludes that the less interpersonal relationship and the more work loads will cause the less caring assigned nurse. Therefore this research recommends Muhammad Husni Thamrin Internasional Salemba Hospital, to be specific the Assigned Nurse to consider the importance of communication especially therapeutic communication and work priority as Nursing Ethics in order to improve caring attitude of nurse in the frame work of enhancing the quality of nursing care. Bibliography: 56 (1974-2005)
Peraturan tentang praktik keperawatan mengharuskan perawat mendokumentasikan setiap pelayanan asuhan keperawatan yang diberikan kepada pasien. Dokumentasi keperawatan dalam bentuk dokumen asuhan keperawatan merupakan salah satu alat pembuktian atas tindakan perawat selama menjalankan tugas pelayanan keperawatan.
Penelitian ini bertujuan untuk menganalisis hubungan karakteristik individu, psikologis dan organisasi terhadap pendokumentasian asuhan keperawatan di Rumah Sakit MH.Thamrin Purwakarta. Subjek penelitian ini menggunakan total populasi (perawat yang bertugas di unit rawat inap) yang terdiri dari 52 orang perawat.
Hasil Penelitian ini menunjukkan bahwa usia, tingkat pendidikan, lama kerja, status kepegawaian, motivasi, persepsi, imbalan, supervisi, dan desain kerja berhubungan dengan perilaku perawat dalam pendokumentasian asuhann keperawatan.
Regulation of nursing practice requires nurses to document any nursing care services provided to patients. Nursing documentation in the form of documents nursing care is one means of proof for the actions of nurses during duty nursing services.
This study aims to analyze the relationship of individual characteristics, psychological and organization of documentation of nursing care at the Hospital MH.Thamrin Purwakarta. The subject of this study using the total population (nurses who served in the inpatient unit) consisting of 52 nurses.
The results of this study showed that age, education level, length of employment, employment status, motivation, perception, remuneration, supervision, and design work associated with the behavior of nurses in nursing care documentation.
Rumah Sakit Muhammad Husni Thamrin lntcmasional Sa1emba(RSMI~IT1S) merupakan RS swasta dcngan tipe kelas utama dan berada di bawah naungan Yayasan RS MH Thamrin. Dari lapuran tahunan RSMHTIS, diketahui bahwa periode tahun 2007, jumlah penebusan resep di instalasi farmasi RSMHTIS sebesar 97.017 resep atau hanya mencapai 74% dari total target jumlah penebusan resep di instalasi farmasi sebesar 131292. Hal ini menjadi perhatian manajemen karcna penghasilan instalasi farmasi merupakan penyumbang terbanyak (35%) dari pendapatan rumah sakit, yang berarti bcrkurangnya pendapatan instalasi farmasi maka akan berkurang pula pendapatan rumah sakit. Olehnya itu, perlu adanya analisis faktor-faktor yang berpengaruh pada pilihan tempat pcnebusan rescp pasien rawat jalan di RS MH. Thamrin Salemba Jakarta. Beberapa hal yang akan diteliti adalah faktor predisposisi, faktor pendukung, dan Faktor pendorong. Penelixian ini dilakukan di Instalasi Farmasi Rumah Sakit Muhammad Ilusni Thamrin Internasional Salemba (RSMHTIS) pada bulan Nopember - Descmber 2008. Rancangan penclitian ini adalah bersifat analitik dengan pendekatan kuantitatif. Desain penelitian adalah survei cross sectional untuk menganalisis faktor-faktor yang berpengaruh pada pilihan tempat penebusan resep pasien rawat jalan RS M.H. Thamrin lntcmasional Jakarta yaitu faktor predisposisi, faktor pendukung, dan faktor pendorong. Populasi pcnelitian ini adalah semua pasien rawat jalan RSMHTIS pada tahun 2008. Sampel dalam penelitian ini adalah sebagian dari pasien rawat jalan RSM1-ITIS pada saat penelitian dilakukan dengan kriteria inklusi pasien yang teiah kcluar dari rawat jalan dan mendapatkan resep dokter, pcmah mcmbeii obat pada kunjungan sebelumnya scrta mampu menjawab pertanyaan kucsioner. Hasil penelitian menunjukkan bahwa masih terdapat pasien yang memilih menebus resep di luar instalasi farmasi RSMHTIS yaitu sebanyak l3,2%. Pada penelitian ini diketahui juga bahwa faktor-ihktor yang secara statistik terhukti signitikan bcrhubungan dengan pilihan tempat penebusan resep obat pada pasien rawatjalan RSMHTIS adalah jcnis kelamin (p=0,047), sumber rekomendasi (p=0,0l9), persepsi terhadap harga (p=0,007), persepsi terhadap ketersediazm obat (p=0,045) dan pcrsepsi terhadap keoepatan layanan (p==0,02). Hasil analisis multivariat memperlihatkan bahwa faktor yang paling berpengaruh adalah persepsi terhadap harga. Diharapkan kepada pihak manajerial RS M.H. Thamrin Internasional melakukan evaluasi terhadap metode strategi penetapan harga, evaluasi dalam pengaplikasian akreditasi mutu layanan farmasi, obat-obat racikan untuk anak dipersiapkan terlebih dahulu agar waktu tunggu peracikan obat bisa menjadi berkurang, membuat sistem infonnasi farmasi yang dapat mencegah penebusan obat di luar, serta pemberlakuan reward dan punishment kepada dokter untuk meningkatkan kepatuhan dokter terhadap formularium obat, dibuat kebijakan yang berlaku pada dokter dan tcnaga kesehatan lainnya untuk memotivasi pasien untuk menebus rescp di IF RSMHTIS, serta dibuat penelitian Iebih lanjut mengenai faktor internal rumah sakit yang tcrkait dengan texjadinya penebusan resep obat di luar RSMHTIS. Dengan adanya data dalam penelitian ini dapat digunakan sebagai bahan perencanaan dalam pcngelolaan famxasi pada masa yang akan datang.
M.H. Thamrin Salemba lntemational Hospital (RSMHTIS) is a private hospital with first class type and under wings of M.H. Thamrin Hospital Foundation. From RSMl~l'l`lS’s annual report, lcnown that in 2007 period, the amount of prescription payment in pharmacy department of RSM!-ITIS is 97.017 prescriptions or only reach 74% from total goals which are 131.292 prescriptions. This condition becomes management attention because pharmacy department is the most contributor (35%) for hospital revenue, it means the decrease of pharmacy dcpartment’s revenue will also decrease hospital’s revenue. There is a need to analyze several factors that related to outpatient choice for place of prescription payment in M.H. Thamrin Salemba Hospital, Jakarta. Several things that will be studied is predisposing factors, enabling factors, and reinforcing factors. This study is conducted in Pharmacy Department of M.H. Thamrin on November to December 2008. This study is analytical study with quantitative approach. The design of study is cross sectional survey to analyze several factors that related to outpatient choice of prescription payment location in M.H. Thamrin Internasionai Hospital, Jakarta such predisposing, enabling, and reinforcing factors. Population of this study are all outpatients RSM!-ITIS in 2008. Sample are some of RSMH'l`IS’s outpatient in period when the study conducted with inclusion criteria are outpatients which got doctor prescription, have ever bought medicine at previous visit and can answer qucstionary. Result of this study indicates that percentation of patient that redeem prescription outside pharmacy department of RSMHTIS is l3,2%. At this study, factors that statistically proven significant affect the choice of prescription payment location at outpatient RSMHTIS is gender (p=0,047), recommendation sources (p=0,0l9), perception to price (p=0,007), perception to medicine availability (p=0,045) and perception to service speed (p=0,02). Multivariate analysis result shows that the most influence factor is perception to price. It is recommended to M.H Thamrin lntemasional Hospital Management to conduct evaluation in pricing strategy method, evaluation in compilation medicine formularium, evaluation in accredited aplication of pharmacy service quality, preparing recipe for children patient beforehand to lessen patient waiting time, constructing pharmacy information system that can prevent medicine payment outside, assembling hospital policy in doctors and other health providers to motivate patients to redeem their prescription inside the hospital, applying the reward and punishment mechanism to doctor to improve doctor compliance to medicine formularium, for the next researcher, it is advised to conduct further research regarding hospital intemal factors related to prescription payment. Results of this study can be used as planning materials in pharmacy management in the future.
Dalam era reknologi informasi dan globalisasi sepeni saal ini, perusahaan dihadapkan pada lingkungan bisnis yang kompleks dan dinamis. Persaingan tidak hanya dari perusahaan-perusahaan sejenis dalam industri, tapi juga meiuas dari luar indusui dan luar negeri dengan hcrbagai cara persaingan yang demikian kompleks dan turbulen. Agar dapat memasuki Iingkungan bisnis yang kompetitif dan turbuien tersebut, kemampuan scbuah perusahaan untuk mengeksploitasi aktiva tidak berwujudnya mcnjacli jauh lebih menentukan dibandingkan dengan melakukan investasi dan mengeldla aktiviias fisik yang berwujud. RS MH Thamrin Internasional Salemba yang selanjutnya disebut RSMHTIS mengalami penurunan kinerja di berbagai unit potensial, sena utilisasi fasilitas rumah sakit yang dinilai masih belum optimal dibandingkan kapasitas yang seluruhnya berdampak secara langsung pada kinexja keuangan. Oleh karena ini, mulai tahun 2005 RSMHTIS mcncrapkan balanced scorecard untuk meningkatkan kemampuan perusahaan dalam melipatgandakan kinerja keuangan secara luar biasa (sustainable outslcmding financial peqformance) Serta menghasilkan kekuatan luar biasa pemsahaan dalam bersaing memperebutkan pilihan pelanggan. Tujuan penelitian ini adalah untuk mengevaluasi kinelja RSM!-ITIS setelah balanced scorecard diaplikasikan Sebagai alat pengukur kinerja (tahun 2005-2007). Data primer yang dipcrolch dari wawancara dengan bagian terkait di RSM!-ITIS serta data sekunder yang diperoleh dari laporan RSM!-ITIS 2005-2007, laporan divisi terkait, dan Iaporan Suku Dinas Kesehatan tahun 2006 yang dianalisa secara dcskriptif. Dari hasil penelitian didapatkan bahwa secara umum peningkatan kinerja RSMHTIS mulai membuahkan hasil yang positif sctclah mengaplikasikan balanced scorecard meskipun tidak rneneapai kategori ideai karena tidak sesuai dengan ukuran baku kinerja keuangan atau pelayanan industri rumah sakit serta tujuan dan sasaran kincrja RSMHTIS. Hasil penilaian masing-masing perspektif dinilai dengan pembohotan yang sama masing-masing 25% karena semua pcrspcktif dianggap sama pentingnya terhadap peningkatan kincrja RSMHTIS dengan hasil sebagai berikut: Perspektif keuangan z tingkat pertumbuhan pendapatan 2006-2007 ideal; tingkat pengeluaran biaya 2006 tidak ideal, tahun 2007 ideal; rasio efektifitas 2005-2007 tidak ideal; current ratio 2005-2007 tidak ideal; rasio biaya modal 2005-2007 tidak ideal; return on asser 2005-2007 ideal; dan return on equi/y 2005-2007 tidak ideal sehingga secara keseluruhan kinezja perspektif keuangan ticlak ideal. Perspektif pclanggan: Tingkat keluhan pelanggan 2006 tidak ideal. tingkat keluhan tahun 2007 tidak ideal; akuisisi pelanggan 2006-2007 tidak ideal; retensi pelanggan 2006-2007 tidak ideal; dan pangsa pasar 2006 tidak ideal, sehingga secara keseluruhan kincrja pelanggan RSMHTIS tidak ideal. Perspektif bisnis internal : Indikator pclayanan 2005-2007 tidak ideal; kinerja unit produksi 2005-2007 tidak ideal; kemampuan inovasi 2005-2007 tidak ideal; dan layanan puma jual tahun 2005-2007 tidak ideal, sehingga secara kcseluruhan kinerja bisnis inlemal tidak ideal. Perspektif pembelajaran dan pertumbuhan : Tingkat kepuasan kerja pegawai 2006-2007 ideal; tingkat (urn over 2006-2007 tidak ideal; tingkat kcdisplinan pcgawai 2006-2007 tidak ideal; dan akses pelatihan dan pendidikan 2006 tidak ideal. sedangkan akses pendidikan dan pelatihan 2007 membaik mcnjadi ideal, sehingga secara keseluruhan perspektif pembelajaran dan pertumbuhan tidak ideal. sehingga disimpulkan kinerja RSMHTIS 2005-2007 tidak ideal. Dari hasil penelitian tersebut, peneliti mengajukan saran kepada pihak manajemen RSMHTIS antara lain: Seliap tahun rnenerapkan BSC dengan menetapkan target yang lebih terpola dan temkur agar memudahkan pengukuran di setiap indikalor dan mengacu pada parameter SMART: Specdic; Measurable; Achievable; Relevant; dan Time- consrrained. Misalnya dengan menentukan besaran persentase tertentu untuk perlumbuhan yang diharapkan umuk tiap periode tahun kalendar. Sclain itu upaya pemasaran juga perlu dipenajam khususnya promosi untuk dapat meningkatkan awareness masyarakat dalam rangka menjaring pelanggan barn serta memperluas pangsa pasar; Revitalisasi unit yang kinerjanya menurun (Rehabilitasi Medik, Klinik Tumbuh Kembang. Endoskopi, Estetidenna, dan Gizi yang menurun selama 3 tahun terakhir); Optimalisasi utilisasi fasilitas yang ada agar investasi yang sudah ditanamkan dapat memberi hasil yang sesuai baik secara parameter ukuran standar baku maupun finansial dengan melakukan upaya-upaya promosi yang efektifl Merealisasikan program layanan puma jual yang terencana seperti homecare, pelayanan pembayaran yang mengesankan, keringanan pelayanan pembayaran. dan layanan tambahan lain; Inovasi produk berdasarkan riset pasar yang mendalam sehingga dapat menciptakan produk yang benar-bcnar dibutuhkan dan diinginl-can oleh masyarakat dan mengefektifkan investasi yang dilakukan; serta menyusun jcnjang karir dan paket renumerasi yang lebih menarik agar dapat menurunkan Iurn over karyawan serta meningkatkan kcdisiplinan.
In the era of infomation technology and globalization nowadays, companies are being lbrced to face a complex and dynamic business environment. Competitions are not only coming from similar companies within the industry, but also from outside the industry and from other countries with so many means of complex and turbulence competitions. To be able to enter this competitive and turbulence business enviromnent, a company capability to exploit its intangible assets has become an important factor compare to investing and managing the tangible ones. RS MH Thamrin lntemasional Salemba has been experiencing dcclinines in some of its potential units, as well as a relatively low utilization in some of its facilities compared to its capacity. All of which directly affected its financial performance. In that regards, the management of the Hospital has commited to implement the Balanced Scorecard in order to increase the Hospital capabilities to sustain outstanding financial performance as well as creating a powerful force in the competition of being the choice of the customers. The goals of this research is to obtain a description of the hospital performance after the implementation of balanced scorecard as perfonnance measurement tools since 2005. Primary dates are obtained from interviews with employees in related units, and secondary datas are obtain from the Hospital Annual Reports from 2005-2007, Local Govermnent reports, and interviews with employees of related units, all being analyzed descriptively. This research found that in general there is an increase in perfomrance of the hospital alter implementing balanced scorecard although has not reached ideal category since it has never met the industry standard as well as goals and objectives that has been set by the management. The evaluation of each perspective is given a weighted score of 25% with a consideration that each perspective has the equal importance in the role of increasing the Hospital performance. The results of each perspective evaluations are as follows: Financial perspectives: revenue growth rates for year 2006-2007 are ideal; expenditure growth rate tor 2006 is not ideal, but for 2007 is ideal; effectiveness rates for 2005-2007 are not ideal; current ratios for 2005-2007 are not ideal; equity cost ratio for 2005-2007 are not ideal; retum on assets for 2005-2007 are ideal; and return on equity for 2005-2007 are not ideal. So in general the performance on financial perspective is not ideal. Customer perspective: customer complaint rates for 2006-2007 are not ideal; customer acquisitions for 2006-2007 are not ideal; customer retentions for 2006-2007 are not ideal; and market shares for 2006-2007 are not ideal. So in general the performance on customer perspective is not ideal. Internal business process perspective: Hospital basic indicators for 2005-2007 are not ideal; performances of production units for 2005-2007 are not ideal; innovation capabilities for 2005-2007 are not ideal; and after sales service for 2005-2007 are not ideal. So in general the performance on intemal business process perspective is not ideal. Leam and growth perspective: employees’ satisfaction rates for 2006-2007 are ideal; employees’ tumover rates for 2006-2007 are not ideal; employees’ disciplinary levels for 2006-2007 are not ideal; and employees access for education and training for 2006 is not ideal, but for 2007 is ideal. So in general the performance on learn and growth perspective is not ideal. Based on these results, I offer some suggestions for the Hospital as follows: make the BSC implemented each year with a certain pattem and measure in setting the target, goals, and objectives, to make an easier measurement for each indicator by using the SMART principles: Spec0'ic; Measm-able; Achievable; Relevant; and Time-constrained. i.e by setting a certain percentage of expected growth for every calendar year; Also, the Hospital has to increase its marketing effort, especially in promotional activity, in order to create a higher awareness from the public so that could attract new customers and broadened the market share; Revitalizing the production unit that has been experiencing decreasing trend during the last 3_years; Optimizing the utilization of he Hospital’s facility so that the assets that has been invested could give the expected retum both financially and met the industry standards, by campaigning in effective promotion; Realization of a well-planned afier sales service e.g homecare, flexible payment, and other extra-ordinary services; innovating new products based on a well-executed market research so that the products that being created are really what are needed by the customers in order to bring more effectiveness on the investment made; Creating a career path system and a more attractive renumeration package so that could increase employees’ motivation so it could decrease employees’ turnover and increase their disciplines.
ABSTRAK Hasil Rapat Keljia RS MH Thamrin lntemasional Salemba tahun 2006 menetapkan bahwa salah satu Program Prioritas tahun 2007 adalah Peningkatan jumlah kunjungan pasien Rawatjalan karena selama 3 tahun terakhir ( 2004 - 2006 ) jumlah kunjngammya belum optimal. Selain itu biaya xawat inap scmakin mahal sehinga teljadi pergeseran pelayanan terhadap ambuiatory care dan menjadikan unit rawat jalan salah satu unit primadona dimasa yang akan datang. Keunggulan dalam berkompetisi dapat terbangun melalui kamampuan pemsahaan merekonstruksi pasar dan industri yang ada menjadi pasar dan industri baru yang memiliki rule of game baru sehingga menghasilkan suatu stratcgi Inovasi Nilai. Penelitian ini merupakan penelitian kualitatif, pengambilan data dilakukan dengan metoda wawancara mcndalam dan observasi yang bertujuan untuk mengidentifikasi dan menganalisa bentuk Strategi lnovasi Nilai yang dapat diterapkan dalam mengoptimalkan jumlah kunjungan. Analisis yang digunakan adalah analisa tema. Penelitian diadakan di Divisi Rawat jalan RS MI-I Tharnrin Intemasional Salemba pada bulan Mei - Juni 2007 dengan infonnan pejabat struktural mcdis, pejabat su-uktural non medis, dokter praktck dan pasien loyal. Penelitian menemukan suatu strategi Inovasi Nilai dengan memperhatikan adanya perubahan pada penataan kembali desain Ruangan, meningkatkan ketepatan jam praktek dokter sesuai dahar dengan merekrut dokter tetap yang bertaraf Intemasional, mempercepat distribusi status medical record dengan sistem data elelctronik, mengadakan rotasi terhadap perawat Poliklinik, melengkapi samna medis dan non medis scsuai kemajuan teknologi, mempertahankan tarif yang berlaku saat ini dengan senantiasa meningkatkan kualitas pelayanan serta meningkatkan peran marketing terutama dalam promosi produk Rumah sakit dengan tetap mengacu kepada Kebijakan DepKes tentang Etika Promosi Rumah Sakit. Peneliti menyarankan kepada pihak managemen terkait untuk berkoordinasi dalam upaya merealisasikan bentuk lnovasi Nilai yang telah discsuaikan dengan situasi dan kondisi yang ada di Divisi rawat Jalan RS MH Thamrin Intemasional salemba.
ABSTRACT MH Thamrin Intemational Hospital had point out the result of year conference 2006 that one of main concerns need to be follow up in the year 2007 is to increase the number of out patient visits as it still regligible during the last three years ( 2004 - 2006). Moreover cost of inpatient services becomes more expensive that could lead to a shift where people would prefer to have outpatient service as a protection rather than inpatient services to lessen their health expenses. Due to this condition it can be predicted that the outpatient services would become more populer in the next few years. Tough competition among private hospitals had force to the real market and industry. How the companies capable enough to reconstnict the market to keep exist in the health industry would be a new challenge for them. The rule would be the one with best strategic value to innovatio is the winner. This research performs by using a qualitative method and the data is collected by doing direct observation and in depth interview to identify and analyze the method of strategic innovation to create value in order to optimize number of patient visits. The participants included are from medical and non medical level of employee, structural and functional practitioners and from customer?s point of view as well. Having done the research in two months of period we found that the way how to create value to customers would be a strategic innovation that can be adopt fiom many factors. For example to have a comfort room through a modem interior design of the axamination room wold give the sense of healing in the beginning they come to the hospital. Others wolud be on time doctor?s schedule based on listed, proifesional competency of the nurse and doctors fast delivery medical record status, routine job rotation of the nurse, updated medical and non medical facilities, competitive price a long with quality services available at pnesent and last how to improve promotion and sales activity from marketing division to generate value for customer and get the relationship with he loyal one. In conclusion we would suggest that all level of management should cordinate each other to participate. in realimtion path of. innovation value based on condition adapted at MH Tharnrin Intemational Hospital.
Tuntutan masyarakat terhadap layanan yang, berkualitas di unit pelayanai kesehatan makin tinggi. Ini ditandai dengan meningkatnya angka gugatan hukum deri konsuimen kesehatan. Perinasalahan ini antara lain disebabkan terlalu banyak jenis obat, jenis pemeriksaan, prosedur, serta jumlah pasien dan stal rumah sakit yang cukup besar. Semua itu berpotensi terjadinya kesalahan medis. Salah satu kesalahan medis yang sering terjadi adalah kesalahan pemberian obat oleh perawat. Untuk mencegah terjadinya kesalahan dalam memberikan obut kepada pasien, perawat harus melaksanakan Prinsip Enam Tepat (six rights), Enam tepat int meliputi tepat pasien (right client), tepat obat (right drug), tepat dosis (right dose), tepat waktu (right fine), tepat rute (right route} dan tepat dokumentasi (right documentation). Penelitian ini bertujuan untuk mengetahui gambaran mengerai faktor-faktor yang berhubungan ketepatan pemberian obat oleh perawat di ruang rawat inap #or intensive care Rumah Sakit M.H Thamrin Internastonal Salemba tahun 2009. Penelitian ini merupakaw penel‘tian deskriptif analitik menggunakan desain potous lintang (cross sectional) dengan menggunakan pendekatan kuantitatif dan kualitatif. Pengumpulan data dilakukan dengan observasi dan pengisian kucsioner terhadap 60 pelawal seria wawancara mendalam terhadap 9 informan. Dari hasil penelisan ini, dapat disimpulkan bahwa tingkat penerapan prinsip "enam tepat" dalam pembertan obat oleh perawat di Rumah Sakit M. H. Thamrin, Jakarta tergolons kategori tepat sebesar 40 %. Sebagian besar ketidaktepatan pemberian oba: adalah jenis tidak tepat waktu (52,7 %), tidak tepat dokumentasi (38,8 %), tidak tepat dosis (5,5 %), tidak tepat cara pemberian (2,7 %). Hasil penetitian menunjukkan ada hubungan yan bermakna antara umnur, pengetahuan dan beban kerja dengan pelaksanaan Prinsip “Enam Tepat™ pemberian obat. Faktor yang paling dominan berhubungan dengan pelaksanaan Prinsip “Enam Tepat” pemberian obat adalah pengetahuan. Penyebab terjadinya ketidaktepatan nemberian obat adalah: kurangnya pengetahuan mengenai obat, tidak mengecek hasil hitungan dosis dengan p>2rawat lain, tidak memangil nama pasien, kurangnya kesadaran dalam menusis dokumentasi pemberian obat yang lengkap, kurangnya supervisi tentang pemberian obat oleh divisi keperawatan di RS M.H Thamrin Internasional Salemba dan keterbatasan tenaga perawat. Hasil penelitian menunjukkan perlunya komitmen Direksi RS MEI Thamnn Internasional Salemba terhadap pentingnya kelepatan pembzrian obat oleh perawat dalam bentuk dukungan nyata beripa menyedial:an alokasi angga-an dengan prioritas program peningkatan pengetahuan perawat secara terus-menerus dan berkesinambungan melalui seminar, kegiatan pelatihan dan penyampaian informasi.
Demand people about quality service in medical unit more increasingly. It is marked by increasing law claims from medical consuments, The reasen of this problem is 1oo much the kinds of medicine, examination, procedure, amount of patient and hospital staff, All of them can cause mecical errors. One of medical errors that often happened is errors of giving medicme by nurse. To prevent happened errors of giving medicine to patient, nurse should do Six Right Principles. Six Raght Principles including right patient, right drug, right dose, right time, right route and right documentation. The purpose of the research ts io get a reliable descripaon of factors related to accuracy of giving medicine by lone stay ward nurses of M.H. Thamrin International Salemba Hospital in 2099. In Addition, This research is analytical description research us2 of cross sectional design with quantitative and qualitative approaches. Collecting deta has been done by observing and filling im questionnaire to GO nurses and then depth uerview with 9 nurses. From the result of this research can be concluded that the performance of six right principles in giving medicine by nurse at M.H. Thamrin hospital Jakarta include accuracy cateyory is at least 40% respondents. The mos: of unaccuracy of giving medicine is wrong time (52,7 %), wrong documentation (38,8 %), wrong dose (5,5 %), and wrong route (2,7 %). The result of research showed thai there is a significant correlation between age, knowledge and work load with, perfoming of six right principles in giving medicine. the doniinant factor related to perfoming of six right principles in giving medicine is knowledge. The reasons of unaccuracy of giving medicine is: lack of medicine knowledge, uot recheck dose with another nurse, not call patient name, lack of awareness in writing documentation of giving medicire completely and limited nurses Results of this research showea the need of commitment from the R.S M.H Tharirin International Salemba Municipalit. management that the importance of accuracy giving medicine by providing a budget allocation to priority program for Increasing knowledge of nurses continuosly through seminar, training and the delivery of up to date information, while knowledge sustained a good behavior, increase supervision about attitude group in six right principal of giving medicine and add amount of long Stay ward nurses
Sistem pengembangan karir perawat melalui jenjang karir struktural maupun timgsional berperan penting dalam meningkarkan kualitas tenaga keperawatan yang akan mempengaruhi kualitas pelayanan Rumah Sakit secara keseluruhan. Saat ini pengembangan karir untuk perawat pelaksana yang sudah dijalankan di RS MH Thamrin Salemba baru berdasarkan jenjang karir struktural. Diharapkan dari penelitian ini dapat menghasilkan rancangan pola pengembangan karir perawat pelaksana yang sesuai dengan kondisi dan kebutuhan RS MH Thamrin Salemba. Penelitian dilaksanakan di RS MH Thamrin Salemba bulan Oktober- November 2011 dengan pendekatan analisis lcualitatiff Data primer diperoleh melalui wawancara mendalam dengan beberapa infonnan berdasarkan prinsip kesesuaian dan kecukupan. Data sekunder diperoleh melalui telaah dokumen Rumah Sakit, kajian literatur maupun hasil penelitian terdahulu dengan topik serupa di Rumah Sakit lain. Untuk menjaga validitas data dilakukan triangulasi sumber dan metode. Jumlah tenaga perawat di RS MH Thamrin Salemba sebanyak 189 orang dengan karakteriétik sebagian besar di antaranya: tingkat pendidikan D3 Keperawatan (63,1%), sudah ada pengalaman sebelum masuk ke unit kexja saat ini (51,9%) dan memiliki masa kexja 1 sampai 3 tahun (24,3%). Rumah Sakit beium memiliki pola pengembangan karir perawat pelaksana yang terstmkmr dan sistematis berdasarkan sistem kompetensi. Oleh karena itu dibuatlah suatu rancangan pola pengembangan karir bagi perawat pelaksana di RS MH Thamrin Salemba yang terdiri dari 6 level karir (NO sampai dengan N6) berdasarkan persyaratan tingkat pendidikan, pengalaman dan masa kerja, waktu berlaku suatu level karir, dan kompetensi yang hams dimiliki perawat pada setiap level karir tersebut. Persyaratan minimal pendidikan tenaga perawat yang baru masuk adalah D3 Keperawatan. Sedangkan bagi perawat lama lulusan SPK, selama masa peralihan akan dilakukan penyesuaian berdasarkan pengalaman dan masa kerja.
The nurse's career development system through structural and functional level of career has very important role ?in increasing the quality of nursing staff which will also affect the quality of hospital service. At this time, MH Thamrin Salemba Hospital has only implementing the structural level of career for nursing staff and the functional level of career has not implemented yet. Therefore, the purpose of this research is to design the clinical nurse's career development pattern at MH Thamrin Salemba Hospital according to the hospital's condition and needs. The research is implemented at MH Thamrin Salemba Hospital in October-November 2011 using qualitative analysis approach. The primary data is obtained from the selected informants based on appropriate and adequacy principles using in-depth interview method. The secondary datas are obtained from hospital's document review, literature review and also the results of previous similar studies at other hospitals. The source and method triangulation are done as well to maintain data's validation. MH Thamrin Salemba Hospital has 189 total number of its nursing staff which majority of them have the characteristics: Nursing Diploma education level (63,1%), already have the experience before entering current unit of work (5 l,9%) and period of employment between 1 to 3 years (24,3%). Hospital does not have the structured and systematic clinical nurse?s career development pattern. Therefore the researcher formulated the design of clinical nurse's career development pattem at MH Thamrin Salemba Hospital which consists of 6 level of careers (NO to N6) based on education level, work experience, period of employment, temr of level and nursing competency requirements for each level. The minimal qualification for new nursing staffs education level is Nursing Diploma. But there is special provision for the longtime nursing staff with level of education SPK, during the transition time, they still can be accomodated in the career development pattern based on their work experience and period of employment.