The Effectiveness of Implementing 5 Working Days in Increasing Quantity and Quality of Service at Sanglah Hospital Denpasar

Made Udayana; Supartha Supartha; Manuati Dewi; Sintaasih Sintaasih; P.H. Livana

doi:10.3889/oamjms.2022.9094

Authors

Made Udayana Doctoral Program in Management Science, Faculty of Economics and Business, Universitas Udayana, Kuta Selatan, Indonesia
Supartha Supartha Doctoral Program in Management Science, Faculty of Economics and Business, Universitas Udayana, Kuta Selatan, Indonesia
Manuati Dewi Doctoral Program in Management Science, Faculty of Economics and Business, Universitas Udayana, Kuta Selatan, Indonesia
Sintaasih Sintaasih Doctoral Program in Management Science, Faculty of Economics and Business, Universitas Udayana, Kuta Selatan, Indonesia
P.H. Livana Nursing Science Study Program, Sekolah Tinggi Ilmu Kesehatan Kendal, Sijeruk, Indonesia

DOI:

https://doi.org/10.3889/oamjms.2022.9094

Keywords:

5 working days, Quantity and quality of service, External perspective, Sanglah Hospital Denpasar

Abstract

BACKGROUND: Sanglah Hospital Denpasar has implemented a change in the number of working days from 6 working days to 5 working days since June 2016.

AIM: This study aims to determine the 5 working day system in increasing the quantity and quality of services. In addition, this study explores an external perspective on the application of the system in terms of advantages, disadvantages, and service barriers at the Sanglah Hospital Denpasar.

METHODOLOGY: This study uses a quantitative-qualitative approach. The quantitative approach is carried out by a close review of medical records using a checklist of observations on changes in the quantity and quality of services. A review was conducted on each of the 96 medical records of outpatient visits in the episodes before and after implementing 5 working days. Quantitative data were analyzed descriptively. The qualitative approach was carried out by in-depth interviews with 12 polyclinic visitors to find out the external perspective on implementing 5 working days. Qualitative data analysis was carried out thematically.

RESULTS: There was an increase in the number of patient visits from 64,170 people (49.1%) in the episode 3 months before implementing 5 working days to 66,618 people (50.9%) in the 3 months after its implementation. The number of patients treated for 1 episode increased from 50 people (52.1%) to 60 people (62.5%), while the number of patients treated for three episodes decreased from two people (2.1%) to none. Qualitative data show an external perspective regarding the implementation of 5 working days comprising lengthening service time, cheaper medical support costs from the community, faster treatment episodes, affordable service access, establishment of service continuity, and the realization of service fairness and better service quality.

CONCLUSION: This study concludes that implementing 5 working days is more effective in increasing the quantity and quality of services at the Sanglah Hospital Denpasar.

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