EVALUASI HASIL PELAKSANAAN PELATIHAN PROGRAM KIA DALAM MENINGKATKAN KINERJA KARYAWAN DAN PELAYANAN KESEHATAN DI RSUD JAYAPURA

• Main Authors: , Levina Krey, , dr. Mubasyasyir Hasanbasri, MA.
• Format: Theses and Dissertations NonPeerReviewed
• Published: [Yogyakarta] : Universitas Gadjah Mada 2011
• Subjects: ETD
• Online Access: https://repository.ugm.ac.id/90915/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=53217
• Institution: Universitas Gadjah Mada

Background: As an effort in improving the quality of government facility service, Health Ministry implemented PMK strategy in 2005 as a standardized training for nurses and midwives. The method is better because it is an on-going workshop and is based on the local situation. The training effectiveness is often put into question although the training is an important policy and implemented in order to improve the quality of work force in the government health facility. Hospital policy and management are not implemented efficiently and effectively. Objective: The research explored the training mechanism of Jayapura District Hospital and any situation which has impact on the service quality. Method: The research was descriptive-explorative/qualitative applying a case-study design which explored the experience in managing the clinical performance management training In Jayapura District Hospital. The research informants were the hospital directors, training and education chairpersons, nursing chairpersons, installation chairpersons, inpatient care, maternity chairpersons and nurses who directly involved in the training program of MGH. Result: PMK Training was held for seven badges in 2007 - 2009. The training graduated 164 nurses and midwives in all hospital units. Although the management training of clinical performance orientated on the practical aspect of the facility service, there was still a gap in the synchronization between the training result and hospital managerial policy. The training results had not yet made into managerial decision. The service management ran as a daily routine. The research also showed that weakness in performance monitoring system by the management resulted in the loss of momentum in quality improvement. Eventually, the health staff considered the training as an opportunity to refresh themselves from service routine. Conclusion: Specification on the local management needs of service quality, although important, had not been emphasized in the training. To make it effective, the training should not separate the health staff from the service management. The training required an identification of managerial needs before the technical aspect of the health staff was emphasized.