Due to the implementation of shortening working-hour, a lot of enterprises chose to respond to the coming of the “84 working-hour policy” by reducing salary and freezing personnel matters. Since the medical treatment industry different from other industries considering the fact that the medical treatment industry is a non-profitable institute and also a manpower and cost-intensive industry. This research aims to learn, as far as the shortening working-hour is concerned, whether or not exercising manpower for the medical treatment industry is more difficult than that in other industries. The cognition and viewpoints of the medical treatment industry towards shortening working-hour, and what types of working-hour strategies, educational training strategies, operation cost strategies, and management strategies, should be applied in terms of hospital management.
This research aims to study the understanding of the medical treatment industry concerning the shortening of working-hour and their corresponding strategies. 540 copies of questionnaire were dispensed and 133 copies were collected and analyzed through SPSS. The followings are the findings of this research:
1. The understanding of hospitals on shortening working-hour: On the one hand, 56.4% agreed with the implementation of shortening working-hour policy because it helps to moderate the unemployment. On the other hand, over 50% disagreed with the above statement on half of the other entries. The results suggested that hospitals were generally not satisfied by the implementation of the said policy.
2. Hospitals’ strategies corresponding to the shortening working-hour policy:
（1）57.1% (the highest percentage) choose not to complement when having job vacancy as their working-hour strategy.
（2）69.9% applied educational training in improving their employees’ to understand on time and cost-reducing as their educational strategy; 64.7% focused to train their employees to have multiple specialties; 54.1% choose to enhance the training on information and computer application, and operating skills.
（3）75.6% choose to reduce the manpower and expenses under the existing scope as the operation cost strategy; 56.5% choose to enhance the internal information passing and increase the efficiency.
（4）83.5% choose to improve the manpower exercising as the management strategy; 66.9% choose to simplify the working procedures; 55.6% choose to improve the communications between employer and employees and the collaboration; 54.9% focused on the implementation of the merit system to improve the working efficiency
3. The current situation of hospitals after the implementation of shortening working-hour policy: Over half of the hospitals conform to the Labor Law on daily normal working hour and weekly normal working hour. However, few changes have been made on the ways of employment. For example, although 66.9% hired part-time works, most of them were under 10 part-time workers. Furthermore, as far as contract taking and outsourcing are concerned, the percentage has not exceeded 50%. Nonetheless, as far as educational training is concerned, 51.9% choose to have partial public-holiday and partial private-holiday which suggested that hospitals expected their employees to adopt the partial private-holiday way to improve their professional ability when they have more leisure time after the working hour has been shortened
Keywords: shortening working-hour, flexible working hour, working-hour strategy, educational training strategy, operation cost strategy, management strategy