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Tesis ini membahas tentang waktu tunggu pelayanan di Instalasi Farmasi Rumah Sakit Bhakti Yudha dan mencari faktor – faktor apa saja yang mempengaruhi standar minimal pelayanan waktu tunggu di instalasi farmasi yang telah ditetapkan. Penelitian ini adalah penelitian kualitatif dengan desain deskriptif. Hasil penelitian bahwa waktu tunggu pelayanan di Instalasi Farmasi Rumah Sakit Bhakti Yudha tidak sesuai dengan standar minimal pelayanan yang ditetapkan pihak Farmasi Rumah Sakit Bhakti Yudha. Faktor yang berpengaruh diantaranya metode pembayaran khususnya pasien jaminan karena ketidakjelasan kesepakatan obat-obatan yang di cover khususnya vitamin, jenis resep racikan yang pengerjaanya membutuhkan proses yang lebih lama, stock obat yang sering kosong, SDM terbatas, sarana & prasarana yang tidak mendukung, ketidak sesuaian formularium dan ketidakjelasan penulisan resep, evaluasi terhadap waktu tunggu yang tidak secara rutin, dan pengawasan SOP yang rendah. Kata kunci : Waktu tunggu, farmasi, pelayanan.
The purpose of this study was to investigate about the waiting time of services at the Hospital Pharmacy Bhakti Yudha and seek any factor that affects the minimum standards of service in the pharmacy waiting time has been determined. The study was a descriptive qualitative research design. The study shows that the waiting time of service at the Hospital Pharmacy Bhakti Yudha not complies with minimum standards of service established by the hospital pharmacy Bhakti Yudha. Factors that affect them in particular payment method guarantees patients because of uncertainty deals drugs on the cover, especially vitamins, prescription type concoction whose implementation requires a longer process, stock drugs that are often empty, limited human resources, existing facilities do not support, incompatibilities prescribing formulary and uncertainties, evaluation of waiting time that is not routine, and SOPs low supervision. Key words : Waiting time, pharmacy, services.
Perkembangan pesat persaingan rumah sakit sebagai pelayanan kesehatan memacu setiap institusi kesehatan mencari strategi yang terbaik. Peraturan perundang undangan juga memungkinan Rumah Sakit untuk dikelola secara bisnis tanpa melupakan fungsi sosial tentunya. Kebutuhan akan kesehatan yang merupakan kebutuhan primer menjadi area bidikan para pebisnis. Rumah Sakit Bhakti Yudha yang sudah beroperasi selama 25 tahun juga mengalami hal sama, Pada 5 tahun terakhir dampak persaingan semakin terasa di Iihat dari kunjungan pasien dan sepak terjang Rumah sakit pesaing yang baru bermunculan. Sebagai solusi untuk mengantisipasi persaingan sekaligus untuk mencapai visi dan misi RSBY, adalah menciptakan poliklinik jejaring sebagai satelit diwilayah Kota Depok. Namun pembuatan poliklinik jejaring ini sangat, membutuhkan investasi yang besar baik dari segi keuangan maupun dari segi SDM, sehingga muncul ide untuk membuat poliklinik jejaring tersebut secara waralaba yang artinya menjual merek dan sistim operasional poliklinik kepada masyarakat peminat bisnis kesehatan. RSBY mengadakan pelatihan dan pembuatan SOP kerja, sementara pembeli poliklinik (terwaralaba) tersebut membeli merek dan sistim dimaksud. Penelitian ini mencoba mencari bentuk konsep waralaba terpilih yang lebih memungkinkan untuk diaplikasikan oleh RS Bhakti Yudha. Dengan analisis deskriptif secara kualitatif penelitian ini mencari konsep melaiui wawancara mendalam dari pihak : Pemilik RS Bhakti Yudha, Pengelola RS Bhakti Yudha, serta Calon Pembeli balk Mari Dokter, maupun dari kelompok non dokter. Dari hasil penelitian diperoleh kesimpulan bahwa RS Bhakti Yudha sangat tepat untuk meluncurkan produk poliklinik jejaringnya secara waraiaba. Produk yang bisa dipasarkan adalah Layanan Dokter Umum, Layanan Dokter Gigi serta Iayanan Bidan. Untuk mewujudkan ide tersebut RS Bhakti Yudha harus melakukan : 1. Mematenkan merek RSBY sebagai usaha waralaba. 2. Membuat Training Center SDM 3. Membuat Buku Manual Oprarting, Standarisasi Pelayanan, Promosi, Pembiayaan serta Bentuk perjanjian yang baku. Dengan mewujudkan waralaba poliklinik jejaring ini diharapkan RS Bhakti Yudha dapat berhasil memenangkan persaingan hingga mencapai visi dan misinya.
Big competition development on hospital as health services push every health institution to find out the best strategic. The Government regulation give a possibility to hospital organized as business oriented without forgetting social function. The need to health services as a primer need is becoming businessmen target. Bhati Yudha Hospital has been operational for 25 year and has have the same experience, for the last 5 year, the competition impact can be seen from patient visit and new hospital building appeared as well. As solution to anticipate the competitor and to achieve mission and vision of Bhakti Yudha Hospital, is to build the polyclinic networking as satellite in Depok city. However, to build the polyclinic network as satellite needs big recourses and investments, nor finance aspect either human resources. New idea created to develop polyclinic net work as franchise, means to sell the polyclinic brand and operational system to community who are willing to business in health. Bhakti Yudha hospital conduct training and make job operational standard, meanwhile the franchisor buy those brand and system. This research tries to find the possibility of franchise concept promptly to Bhakti Yudha Hospital to be implemented. Based on descriptive analyses qualitatively, this research finds out the concept through deep interview from: Bhakti Yudha hospital owner, operational people in hospital, and buyer candidates like : general medical doctor, specialist doctor or non doctor. The research result is that, Bhakti Yudha hospital could be appropriately implements the franchise polyclinic network product. Products that can be sold are general health services, dental health services and midwives health services. To gain the above ideas, Bhakti Yudha hospital should do: 1. Register Bhakti Yudha hospital brand legally as franchise company 2. Build the Human Resource Training Center 3. Compile the Operational Standard Manual, Health Services Standard, Promotion, and Budgeting and fix Memorandum of Understanding shape. By achieving franchise polyclinic network, Bhakti Yudha hospital could win the competition and gain its mission and vision.
Kata kunci :Intention to quit, turnover, kepuasan kerja, usia, kompensasi dan manfaat, gaji
Bhakti Yudha Hospital has a turnover of health workers (doctors and nurses) morethan 10% per year. A high turnover rate will be bad for the hospital. The purposeof the analysis of factors related to intention to quit in order to provide a fact andrecommendation to the hospital for this problem.The sample was 100 nurses and25 doctors. The type of research is quantitative research followed by qualitativemethod. The results showed that 34% of health workers have a desire to get out ofthe hospital. From the multivariate analysis, there are four variables that have asignificant influence on the desire to quit the job is job satisfaction, age, theperception of compensation and benefits, and salary. The proportion of healthworkers with low job satisfaction has a greater tendency to intention to quit Theproportion of health workers who have a perception of compensation and benefitsthat are less appropriate, low salaryand the younger tend to quit the job.Jobunsatisfaction also caused by management of employees and career path system isless good.
Keywords:Intention to quit, turnover, job satisfaction, age, compensation and benefits, salary.