Hospital Administration for Humanized Healthcare in Thailand

Authors: Niwatchai Namwichisirikul

Abstract:

Due to the emergence of “Humanized Healthcare" introduced by Professor Dr. Prawase Wasi in 2003[1], the development of this paradigm tends to be widely implemented. The organizations included Healthcare Accreditation Institute (public organization), National Health Foundation, Mahidol University in cooperation with Thai Health Promotion Foundation, and National Health Security Office (Thailand) have selected the hospitals or infirmaries that are qualified for humanized healthcare since 2008- 2010 and 35 of them are chosen to be the outstandingly navigating organizations for the development of humanized healthcare, humanized healthcare award [2]. The research aims to study the current issue, characteristics and patterns of hospital administration contributing to humanized healthcare system in Thailand. The selected case studies are from four hospitals including Dansai Crown Prince Hospital, Leoi; Ubolrattana Hospital, Khon Kaen; Kapho Hospital, Pattani; and Prathai Hospital, Nakhonrachasima. The methodology is in-depth interviewing with 10 staffs working as hospital executive directors, and representatives from leader groups including directors, multidisciplinary hospital committees, personnel development committees, physicians and nurses in each hospital. (Total=40) In addition, focus group discussions between hospital staffs and general people (including patients and their relatives, the community leader, and other people) are held by means of setting 4 groups including 8 people within each group. (Total=128) The observation on the working in each hospital is also implemented. The findings of the study reveal that there are five important aspects found in each hospital including (1) the quality improvement under the mental and spiritual development policy from the chief executives and lead teams, leaders as Role model and they have visionary leadership; (2) the participation hospital administration system focusing on learning process and stakeholder- needs, spiritual human resource management and development; (3) the relationship among people especially staffs, team work skills, mutual understanding, effective communication and personal inner-development; (4) organization culture relevant to the awareness of patients- rights as well as the participation policy including spiritual growth achieving to the same goals, sharing vision, developing public mind, and caring; and (5) healing structures or environment providing warmth and convenience for hospital staffs, patients and their relatives and visitors.

Keywords: Hospital administration, Humanized healthcare.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1059673

References:

[1] Prawase Wasi, humanized healthcare in Thailand, 8th HA National Forum, 2007.
[2] Healthcare Accreditation Institute (Public organization). Hospital standard guideline. Nontaburi: Healthcare Accreditation Institute (Public organization), 2006
[3] Healthcare Accreditation Institute (Public organization). Hospital standard guideline: SPA &. Humanized healthcare Part III: Healthcare Accreditation Institute (Public organization), Nontaburi, 2010
[4] Prasert Palittapolkanpim, Humanized Healthcare hospital, Sodsri- Saridwongsa Foundation, 2009
[5] Yongyuth pongsupasp, Spirituality in Healthcare framework, Department of Mental Health, 2009
[6] Les Todres, Kathleen T.Galvin & Immy Holloway, The humanization of healthcare: A value framework for qualitative research, International journal of Qualitative Studies on Health and Well- being.2009; 4: 68- 77
[7] Lincoln, Y.S., & Cannella, G. S. Qualitative research, power and the radical right. Qualitative Inquiry, 10(2), 2004: 175-201
[8] Yin, R. K. Case study research: design and methods. Thousand Oaks: Sage Publication, 1994.