醫療院所為投注大量人力之產業，有著高人力成本特性，但現有人力資源之相關研究，多以護理人員為研究對象，其他醫療職類別探討篇幅較少，然而除護理人員之外，醫療院所中行政人員所佔比例不亞於其他醫事人員，甚至在部分醫療院中所佔比高達第二位，由於其業務性質多被認為輔助支援系統，受重視程度遠不及可為醫院帶來實際產能的醫師、護理人員，因此，本研究以南部某區域醫院八位已離職行政人員作為研究對象，採半結構訪談方式，探討組織人力資源管理措施、所屬單位主管領導行為、及個人工作滿意度對離職傾向的影響，研究結果顯示：。
命題一（P1）:員工對於組織人力資源管理措施的負向感受，如:訓練、賦權、員工參與、績效獎酬、職涯發展…等將增加其離職傾向意願。
命題二（P2）：主管領導行為，例如：指令規則能否精確表達、對於單位角色定位是否清楚、下屬工作表現管理狀況、與夥伴關係及員工關懷、是否願意給予指導…等若受員工肯定，可降低員工離職傾向。
命題三（P3）：工作滿意度包含各種面向評價，例如:同事、工作內容、成就感…等，對於每位員工而言雖面向存在差異性且重要性也不同，但負面感受會增加員工個人離職傾向意願。

Extended Abstract

Investigating Human Resource Practice、Leadership、Job Satisfaction and Turnover intention：A Case Study of Hospital Administrators in South Taiwan

Yun-Han,Chang
Yu-Lin,Wang
National Cheng-Kung University Department of Business Administration

SUMMARY
As a labor-intensive industry, medical institutions are characterized by high labor costs. Most of the existing studies on human resources focusing on nursing staff, while there are fewer discussions for other medical professions. However, except nursing staff, the population of administrative staff in medical institutions is not less than other medical staff, and in some medical institutions the population of administrative staff is even reach to the second. While they are often viewed as auxiliary support systems in the hospitals, which are far less important than doctors and nursing staff, who can bring real capacity to hospitals. Therefore, this study takes eight former administrative staff of a regional hospital in southern Taiwan as the research object, and adopts semi-structured interview method to explore the influence of organizational human resource practice, the leadership of the supervisor of the unit, and individual job satisfaction on turnover intention. The research results show that:
1.Employees' negative perception toward the organization's human resource practice measures, such as: training, empowerment, employee participation, performance compensation, career development, etc. will increase their turnover intention.
2.Supervisor's leadership, such as: whether the instructions and rules are accurately expressed, whether the role of the unit is clear, subordinates' work performance management, the relationship with partners and staff care, whether willing to give guidance, etc. If the employee is being affirmed which can reduce employee turnover intention.
3.Job satisfaction includes various evaluation aspects, such as: colleagues, work content, sense of achievement, etc. For each employee, although the orientation is different and the importance is different, negative feelings will increase the employee's personal turnover intention.

Keywords: Human Resource Practice, Leadership, Job Satisfaction, Turnover intention, Hospital Administrators

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