Pengaruh Pelatihan Terhadap Efisiensi Penggunaan Sistem Informasi Manajemen Rumah Sakit (SIMRS) di Klinik Pratama Tabita Gunungsitoli
Sari
Program pelatihan dalam sebuah organisasi sangat dibutuhkan dalam mengintergrasikan sistem informasi dengan baik, oleh karena itu Penelitian ini bertujuan untuk mengetahui apakah pelatihan berpengaruh terhadap efisiensi penggunaan Sistem Informasi Manajemen Rumah Sakit (SIMRS) di Klinik Pratama Tabita Gunungsitoli. Tantangan dalam penerapan SIMRS, seperti kurangnya pemahaman karyawan, menekankan pentingnya pelatihan untuk meningkatkan pengetahuan, keterampilan, dan kualitas pelayanan. Penelitian ini menggunakan jenis penelitian Kuantitatif dengan pengumpulan data melalui angket dengan jumlah populasi sebanyak 35 orang, kemudian data dianalisis menggunakan SPSS version 27. Hasil penelitian menunjukkan bahwa terdapat hubungan sangat kuat antara pelatihan dan efisiensi dengan nilai Pearson sebesar 0,869. Pengaruh pelatihan terhadap efisiensi penggunaan SIMRS di Klinik Pratama Tabita mencapai 75,5%, sedangkan sisanya sebesar 24,5% dipengaruhi oleh faktor lain di luar penelitian ini. Uji hipotesis atau uji t menunjukkan bahwa H0 ditolak dan Ha diterima, mengindikasikan bahwa pelatihan berpengaruh signifikan terhadap efisiensi penggunaan SIMRS. Penelitian ini menyarankan pengembangan program pelatihan berkelanjutan, evaluasi rutin, penekanan pada keterampilan praktis, serta melibatkan karyawan dalam memberikan umpan balik.
Kata Kunci: Pelatihan, Efisiensi Penggunaan SIMRS
Abstract
Training programs in an organization are really needed to integrate information systems well, therefore this research aims to find out whether training has an effect on the efficiency of using the Hospital Management Information System (SIMRS) at the Pratama Tabita Clinic Gunungsitoli. Challenges in implementing SIMRS, such as a lack of employee understanding, emphasize the importance of training to improve knowledge, skills and service quality. This research uses quantitative research by collecting data through questionnaires with a population of 35 people, then the data is analyzed using SPSS version 27. The results of the research show that there is a very strong relationship between training and efficiency with a Pearson value of 0.869. The influence of training on the efficiency of using SIMRS at the Pratama Tabita Clinic reached 75.5%, while the remaining 24.5% was influenced by other factors outside this research. The hypothesis test or t test shows that H0 is rejected and Ha is accepted, indicating that training has a significant effect on the efficiency of using SIMRS. This research suggests developing ongoing training programs, regular evaluations, emphasizing practical skills, and involving employees in providing feedback.
Keywords: Training, Efficient Use of SIMRS
Teks Lengkap:
PDFReferensi
Carvalho, A. M., Sampaio, P., Rebentisch, E., Carvalho, J. Á., & Saraiva, P. (2019). Operational excellence, organisational culture and agility: the missing link? Total Quality Management and Business Excellence, 30(13–14), 1495–1514. https://doi.org/10.1080/14783363.2017.1374833
El Idrissi, M., El Manzani, Y., Ahl Maatalah, W., & Lissaneddine, Z. (2023). Organizational crisis preparedness during the COVID-19 pandemic: an investigation of dynamic capabilities and organizational agility roles. International Journal of Organizational Analysis, 31(1), 27–49. https://doi.org/10.1108/IJOA-09-2021-2973
Farooq, K., Yusliza, M. Y., Muhammad, Z., & Mat, N. H. N. (2022). Make it their Decisions, not your Directives: Exploring Required Green Competencies for Employee Ecological Behaviour. Organizacija, 55(2), 128–141. https://doi.org/10.2478/orga-2022-0009
Farzaneh, M., Ghasemzadeh, P., Nazari, J. A., & Mehralian, G. (2020). Contributory role of dynamic capabilities in the relationship between organizational learning and innovation performance. European Journal of Innovation Management, 24(3), 655–676. https://doi.org/10.1108/EJIM-12-2019-0355
Margherita, A., Sharifi, H., & Caforio, A. (2021). A conceptual framework of strategy, action and performance dimensions of organisational agility development. Technology Analysis and Strategic Management, 33(7), 829–842. https://doi.org/10.1080/09537325.2020.1849611
Nolte, A., Pe-Than, E. P. P., Affia, A. O., Chaihirunkarn, C., Filippova, A., Kalyanasundaram, A., Angarita, M. A. M., Trainer, E., & Herbsleb, J. D. (2020). How to organize a hackathon -- A planning kit. http://arxiv.org/abs/2008.08025
Ren, S., Tang, G., & Zhang, S. (2023). Small Actions Can Make a Big Difference: Voluntary Employee Green Behaviour at Work and Affective Commitment to the Organization. British Journal of Management, 34(1), 72–90. https://doi.org/10.1111/1467-8551.12597
Schuh, G., Prote, J. P., Gützlaff, A., Ays, J., & Donner, A. (2019). Fixed cost management as an enabler for agile manufacturing networks. Procedia Manufacturing, 39(2019), 625–634. https://doi.org/10.1016/j.promfg.2020.01.435
Spagnoletti, P., Kazemargi, N., & Prencipe, A. (2022). Agile Practices and Organizational Agility in Software Ecosystems. IEEE Transactions on Engineering Management, 69(6), 3604–3617. https://doi.org/10.1109/TEM.2021.3110105
Wicaksana, S. A., & Isfania, R. (2022). Building Organizational Agility Through Knowledge Sharing and Organizational Culture in Non-Departmental Government Agencies. Jurnal Aplikasi Bisnis Dan Manajemen, 8(3), 749–757. https://doi.org/10.17358/jabm.8.3.749
DOI: https://doi.org/10.37531/yum.v7i3.7346
Refbacks
- Saat ini tidak ada refbacks.
Ciptaan disebarluaskan di bawah Lisensi Creative Commons Atribusi-BerbagiSerupa 4.0 Internasional