Hospital Public Relations Research Articles

Strategi Manajemen Komunikasi Dalam Menghadapi Krisis Kepercayaan Masyarakat Terhadap Rendahnya Kualitas Pelayanan Rumah Sakit Pemerintah Studi Kualitas Pelayanan Kesehatan Pada RSUD Abdul Manaf Kota Jambi

Trust in the context of communication is a description of the hope that words, promises, verbal or written statements from other individuals or groups can be trusted. In an organization or institution, trust is the most important capital in its survival. Organizations or institutions will not be able to survive for long if they do not gain the trust of the community. This public trust will be one of the factors in the occurrence of a crisis. For this reason, it is considered very important for communication strategies in dealing with crises that occur in institutions and organizations. The crisis of confidence experienced by most government hospitals regarding the quality of health services has an impact on the existence and existence of Abdul Manaf Hospital, Jambi City, which incidentally is also the core of public health services in Jambi City. With the increasingly mushrooming growth of competitors such as private clinics and hospitals, this is used as a benchmark for continuous improvement in service quality. The tendency of people to prefer clinics, private hospitals or to seek treatment in extreme conditions abroad, this is evidence that government hospitals are starting to be abandoned by the public in entrusting their health. The communication strategy of government hospital public relations practitioners must be able to overcome this so that it does not have a broad impact on the continuity of health institutions in Indonesia.

Peningkatan Pengetahuan tentang Customer Relationship Manajemen (CRM) Tim Pemasaran Rumah Sakit PKU Muhammadiyah Sukoharjo

PKU Muhammadiyah Sukoharjo Hospital is a type C hospital that is currently developing offering health services with target service coverage in Sukoharjo Regency. Currently, the marketing team at PKU Muhammadiyah Sukoharjo Hospital is starting to pioneer the development of marketing efforts which are expected to increase patient visits. High competition between hospitals is one of the factors that patient visits at PKU Muhammadiyah Sukoharjo Hospital tend to fluctuate. The marketing team's lack of knowledge regarding marketing strategies and the large number of job desks for each marketing member result in less than optimal marketing efforts. Solutions offered through this Community Service activity (1) Providing education related to Customer Relationship Management (CRM) (2) Providing education related to Customer Relationship Management (CRM) methods (3) Customer Relationship Management (CRM) training that combines processes, people and technology Methods used: (1) Increasing the marketing team's knowledge regarding Customer Relationship Management (CRM) to increase the number of patient visits; (2) Increasing the marketing team's skills in implementing Customer Relationship Management (CRM) methods (3) Increasing and developing strategies to generate users. interface for collecting customer data. The output of this activity is (1) Publication of service results in the Community Service Journal "Surya Abdimas"; (2) Videos of PkM activities which can be accessed online; (3) Increased knowledge of the Hospital Marketing team through Customer Relationship Management (CRM); (4) Integration of the results of PkM activities in the Hospital Marketing Management course; (6) Increasing students' skills in applying Customer Relationship Management (CRM) in the Hospital Marketing Management course. The activity was carried out at the PKU Muhammadiyah Sukoharjo Hospital with 16 participants consisting of the IT Team, Marketing Team and Hospital Public Relations. To find out the comparison of participants' knowledge results regarding Customer Relationship Management (CRM) methods, we carried out Pre Test and Post Test activities.

Hospital public relations and internal communication barriers during the Covid-19 pandemic

Background: Covid-19 hit almost all sectors of life, including the economy, tourism, and hospitals. Long queues of patients in the waiting rooms, mandatory use of personal protective equipment, layered masks, maintaining distance in interaction, and use of medical terms in requesting messages to patients are the barriers for medical personnel, especially nurses, in communication with patients. Purpose: The current study examined how hospital public relation helps overcome communication barriers between nurses and patients. The study was conducted at PKU Muhamadiyah Hospital Surakarta, accredited with 6-star KARS as a provincial referral hospital for COVID-19 patients and has the highest patient occupancy in Surakarta. Methods: It is a descriptive qualitative study. Conclusion: By using Dozier and Broom’s theory regarding the role of PR, this study proved that PR successfully helps overcome internal communication barriers experienced by nurses and patients. It plays as an expert advisor by providing input to hospital management and bridging the communication between nurses and patients. PR also acts as a problem solver by providing training on communicating correctly. Implications: Communication barriers can be overcome if nurses have good communication skills and understanding. As a support for the hospital system, PR provides regular communication training for nurses struggling to serve patients during the covid-19 pandemic.

The Effect of Customer Relationship Marketing and Customer Value on Customer Loyalty at Syekh Yusuf Hospital, Gowa Regency

A customer's commitment to repeatedly re-subscribe to or re-purchase a certain product or service in the future is an example of loyalty on the part of that consumer. At the Sheikh Yusuf Hospital in Gowa Regency, the purpose of this research is to investigate the impact that customer relationship marketing and customer value have on the level of customer loyalty. This kind of investigation is a quantitative study that takes the form of an observational study and is structured in the form of a cross sectional study. The sampling method used was a total sample, and the number of participants in the study that participated in the sample was 154. According to the findings of the research, there is a connection between Customer Relationship Marketing and Customer Loyalty. There is also a connection between Customer Value and Customer Loyalty. The variable that has the greatest impact on customer loyalty is customer relationship marketing (also known as CRM). It has been suggested to the administration of the hospital that they make more use of techniques derived from promotional tools (promotions mix). In particular, the hospital's public relations strategy, which is implemented by means of the Customer Relationship Management (CRM) software, with the intention of preserving the loyalty of the patients and their families.

Planning of hospital′s official WeChat program in guidance of public opinion

Peking University Third Hospital was cited as an example in this paper to study how to guide public opinion and build a harmonious doctor-patient relationship by using WeChat official platform.It pointed out that the public relations office of the hospital should keep track of the ongoing healthcare reform, and leverage the functions of mass media, improve professionalism of their media workers, and build a long-term mechanism to response to public opinions in time. Key words: Hospital public relations; Official WeChat; Planning; Public opinion guidance

أثر تطبيقات تكنولوجيا الاتصال على وظائف العلاقات العامة في القطاع الصحي الأردني = The Impact of Communication Technology Applications on the Functions of Public Relations in the Health Sector of Jordan

العلاقات العامة في المستشفيات | تكنولوجيا الاتصال | العلاقات العامة | المستشفيات الخاصة والحكومية الأردنية | Hospital Public Relations | Communication Technology | Public Relations | Government and Private Hospital

Public relations roles and perceived power in US hospitals

Purpose – The purpose of this study was to identify the roles and functions that public relations practitioners serve in American hospitals. Design/methodology/approach – An online survey was administered to 208 professionals working in hospital public relations departments to determine what activities public relations practitioners engage in, what powers practitioners perceive to have, and what functions of public relations practice need to be strengthened to prevent encroachment by other professions that could take those voids as opportunities. Findings – Public relations practitioners’ work in US hospitals is mostly in media and community relations and the powers practitioners most strongly perceive themselves to possess are referent, legitimate, and expert/informational, while most estimated they have very little reward power within the hospital. Originality/value – Discovering what roles practitioners serve, what training practitioners have, as well as their perceptions of practice and power can help illuminate the current status of public relations in hospitals.

A burn center paradigm to fulfill deferred consent public disclosure and community consultation requirements for emergency care research

IntroductionTo fulfill Food and Drug Administration and Department of Health and Human Services emergency care research informed consent requirements, our burn center planned and executed a deferred consent strategy gaining Institutional Review Board (IRB) approval to proceed with the clinical study. These federal regulations dictate public disclosure and community consultation unique to acute care research. ObjectiveOur regional burn center developed and implemented a deferred consent public notification and community consultation paradigm appropriate for a burn study. MethodsPublished accounts of deferred consent strategies focus on acute care resuscitation practices. We adapted those strategies to design and conduct a comprehensive public notification/community consultation plan to satisfy deferred consent requirements for burn center research. ResultsTo implement a robust media campaign we engaged the hospital's public relations department, distributed media materials, recruited hospital staff for speaking engagements, enlisted community volunteers, and developed initiatives to inform “hard-to-reach” populations. The hospital's IRB determined we fulfilled our obligation to notify the defined community. ConclusionOur communication strategy should provide a paradigm other burn centers may appropriate and adapt when planning and executing a deferred consent initiative.

Corporate social responsibility:a potential lifesaver?

Corporate social responsibility (CSR) has become a familiar concept for those working in the private sector and is now making a slow entry into the consciousness of the NHS, the UK’s biggest employer with a budget of over £100 billion (NHS Choices, 2011). Some elements of CSR fit well into any modern organisation, for example, addressing the need to reduce waste and use of fossil fuels. Similarly, it is easy to understand the potential strength of locally sourcing the £11 billion annual supplies and services (Coote, 2002). The NHS Supply Chain produced their first report in 2008 (NHS Supply Chain, 2008) and some hospital trusts are producing CSR reports, although these are sometimes a synthesis of policies relating to other corporate targets (Royal United Hospital, 2010) or merely address environmental concerns (NHS London, 2011). With regard to the ethical behaviours of CSR, the NHS might be expected to have a head start given that professionals employed by the NHS are governed by strict ethical codes of behaviour from external bodies (e.g. General Medical Council, Nursing and Midwifery Council) and there are no fee-perservice agreements with employees. Previously there was no need for hospitals to be competitive, but the current funding arrangements where primary care trusts commission services from hospitals mean that secondary care providers, whether NHS or privately funded, compete for contracts. In business, CSR has been shown to be successful in ‘building a better image and reputation’ and in demonstrating ‘differentiation from competitors’ (Formbrun and Stanley, 1990) and these benefits might easily lead to similar competitive advantage in a predominantly public sector market. However, using taxpayers’ money to fund activities other than those for which you have been commissioned seems, at first glance, to be unacceptable. Surely any money left over after fulfilling taxpayers’ needs should be returned to taxpayers? Could there be any justification of health service workers contributing to their local communities in the same way during working time as workers in commercial enterprises, for example, hearing children read, litter collecting or helping in a night shelter? Hospitals are nowadays beset with targets, the results of which are published and publicised. Just as anxious parents pore over OFSTED reports when choosing schools for their offspring, patients can hardly avoid reading about the successes and failures of their local hospitals before choosing where to have surgery. But does all this information change the decisions patients make? Patients have to take into account the travel convenience of choosing local services. A Kings Fund study (2010) found that 69% of patients always choose their local provider and 20% choose the local provider in all hypothetical circumstances, however bad the performance characteristics given. Therefore, the information in the public domain is more likely to set patient expectations than to cause them to choose an alternative hospital. Mondloch et al (2001) undertook a systematic review of the evidence for expectations affecting health outcomes and found that ‘15 out of 16 studies showed that positive expectations were associated with better health outcomes’. Therefore it is likely that patients who have faith in their local hospital are more likely to have a good outcome. Conversely, patients who have low expectations of their hospital may actually do worse. If we accept this argument, then the hospital public relations department has a role in direct clinical care. After an error has occurred, Fiona Martin is Specialist Registrar, Anaesthetics, Peninsula Deanery

Selecting Public Relations Personnel of Hospitals by Analytic Network Process

This study describes the use of analytic network process (ANP) in the Taiwanese hospital public relations personnel selection process. Starting with interviewing 48 practitioners and executives in north Taiwan, we collected selection criteria. Then, we retained the 12 critical criteria that were mentioned above 40 times by theses respondents, including: interpersonal skill, experience, negotiation, language, ability to follow orders, cognitive ability, adaptation to environment, adaptation to company, emotion, loyalty, attitude, and Response. Finally, we discussed with the 20 executives to take these important criteria into three perspectives to structure the hierarchy for hospital public relations personnel selection. After discussing with practitioners and executives, we find that selecting criteria are interrelated. The ANP, which incorporates interdependence relationships, is a new approach for multi-criteria decision-making. Thus, we apply ANP to select the most optimal public relations personnel of hospitals. An empirical study of public relations personnel selection problems in Taiwan hospitals is conducted to illustrate how the selection procedure works.

Opening Our Doors for All Newborns: Caring for Displaced Neonates: Intrastate

Woman’s Hospital in Baton Rouge, Louisiana, one of the first women’s specialty hospitals in the nation, is a 225-bed, private, not-for-profit organization that delivers more than 8000 infants each year. Sick newborns and infants less than 1 year of age are cared for in the 83-bed Center for Newborn and Infant Care, comprised of a level III-C NICU,1 special care nursery (level II), developmental nursery, infant care center, and neonatal surgery center. A private physician group consisting of 9 neonatologists and 2 neonatal nurse practitioners (NNPs) provide in-house coverage on a 24/7 basis. The hospital employs 4 NNPs to serve as transport NNPs. The Louisiana Office of Emergency Preparedness (OEP) designated Woman’s Hospital as the referral center for high-risk obstetrical patients and neonates for both Hurricanes Katrina and Rita. In a period of 5 days, 87 neonates were transferred to Woman’s Hospital during Hurricane Katrina, and transports were arranged for an additional 34 infants to other facilities. Twenty-one neonates were transferred to Woman’s Hospital during Hurricane Rita. ### Peak Census: 61; Midnight Census: 56* Katrina, still in the Gulf of Mexico, became a category 2 hurricane, and by 11 pm, the landfall forecast was for just east of New Orleans, Louisiana.2 We knew Baton Rouge would experience some type of adverse weather. The Hospital Emergency Incident Command System contains 4 increasing states of storm readiness based on the type of tropical storm/hurricane watches and warnings issued for Baton Rouge. Level 2 was implemented, which included fueling of emergency power generator tanks, establishment of alternate communications, updating departmental emergency call lists, stocking of hospital linen, replenishment of emergency food and drinkable water supplies, battery charging on portable equipment, and an evaluation of current medication supplies in the pharmacy, with procurement of additional needed emergency medications. ### Peak Census: 59; Midnight Census: 54 Katrina became a category 3 hurricane. During the day, the … Address correspondence to Steven B. Spedale, MD, FAAP, PO Box 45171, Baton Rouge, LA 70895-4171. E-mail: steve.spedale{at}infamedics.com

Techniques of Thrombolysis

disease and treatment options, Each local medical market organizes interventional radiologists a nd vascular physicians with their hospitals to perform the screening program, Media releases are distributed throughout the market to hospital public relations departments, television stations, radio stations, newspapers, and local publications to reach a broad spectrum of the public. Although the screening program can only accommodate a limited number of symptomatic patients, the widespread media education exposes the entire local population to the increased awareness of vascular disease and to the interventionalist's ro le in diagnos is and treatment of patients. The Sociery of Cardiovascular and Interventional Radiology, through the efforts of the p ilot program in the Fall of 1998 and the national roll-out in the Fall of 1999, have developed the beginnings of a superb national program for the identincation of peripheral vascular disease. Through continued efforts of screening programs and media exposure, the public and primary care physicians will continue to be exposed to information about pe ripheral vascular disease, which wi ll lead to earlier diagnosis and treatment. The role of the interventional radiologist continues to be highlighted, along with other vascular specialists, in the early diagnOSis and treatment of peripheral vascular disease. These efforts will continue to improve the cardiovascular health of communities. The National Screening Program is a win-win program.

Surgical outcome information and the media.

There is increased media attention to healthcare outcome in the current reform atmosphere. Surgical care is a natural target for both print and electronic coverage. Hospital public relations departments often will be the interface with media representatives. Because surgical care outcome interpretation requires thoughtful evaluation of both single-patient and grouped-patient data, as well as knowledge of realistic risk-benefit ratios, it always is prudent to work with your local surgeon when the request for a story comes to the public relations department.

Creating a Nursing Service Newsletter

Developing an in-house newsletter requires making a considerable number of decisions to develop the right design for your publication. This nurse author and editor has national and international communication and publication experience. In this article, she shares her perspectives on the newsletter development process with a focus on the all-important design aspects.

Analyzing Patient Time in the Emergency Department

Inefficiency in hospital emergency departments (EDs), reflected by unduly long patient visits, threatens patient care quality and hospital public relations. To assess its situation with regard to this problem, the University Medical Center at the Arizona Health Sciences Center (Tucson) analyzed ED visits according to time spent in triage, in the examination/treatment room, and awaiting discharge. Patient acuity, laboratory and radiology procedures, consultations, and arrangements for inpatient admission were taken into account. Findings led to corrective actions to increase efficiency and laid the groundwork for further studies.

Development and organization of a multiple organ transplantation program.

Multiple organ transplantation has come of age. Indications are that it will continue to grow, if not flourish. The complexity of modern surgical care, its multiperson dependency, and the need for the surgeon to retain knowledge and involvement with his patient's care and problems are nowhere more evident than in multiple organ transplantation. Each organ presents its own associated challenges, the prime solution of which lies with a skillful and dedicated surgeon; but with all organs there are challenges of expectantly waiting patients, housing during the wait and for postoperative observation, procurement, erratic scheduling of the operating room, nursing, social service, immunosuppression, immunopathology, interest of hospital public relations and of the news media, and perennial care. This report concerns the growth and development of the multiple organ transplant program at the University Health Center of Pittsburgh and describes some answers to the challenges presented.

P.R. points: ideas from the world of hospital public relations.

P.R. points: ideas from the world of hospital public relations.

Patient/Personnel/Public Relations: P. R. POINTS Ideas from the world of hospital public relations

Patient/Personnel/Public Relations: P. R. POINTS Ideas from the world of hospital public relations

Hospital Public Relations what is it Really?

Hospital Public Relations what is it <i>Really?</i>

P. R. Points: Ideas from the world of hospital public relations

P. R. Points: Ideas from the world of hospital public relations