POST-PANDEMIC HOSPITAL OPERATIONAL MANAGEMENT BASED ON HUMAN RESOURCES & FINANCIAL MANAGEMENT ASPECTS AT MEDINA GARUT HOSPITAL

Management, Economy, Healthcare

The COVID-19 pandemic has provided critical lessons for hospital management, particularly in human resource and financial preparedness. Many hospitals were unprepared for the surge in demand for experienced professionals in handling infectious diseases, while also facing financial difficulties due to a lack of reserve funds for force majeure events. This study aims to explore how hospitals are adapting post-pandemic in terms of HR and financial management, using George R. Terry's management functions—planning, organizing, actuating, and controlling—as a theoretical framework. The research, conducted as a case study at Medina Hospital in Garut Regency, employs interviews, observations, and documentation for data collection, with purposive sampling selecting management, doctors, and staff as key respondents. Validation was ensured through triangulation and SWOT analysis. The findings reveal that Medina Hospital is 90% prepared in HR management, with most employees trained in infectious disease prevention and control. Financial management has also improved, with 25% of the hospital's budget allocated to reserve funds for emergencies. However, challenges remain, including high employee turnover and rising operational costs, particularly for salaries and bed shortages. It is recommended that the hospital reevaluate its payroll system using the Workload Indicator of Staffing Need (WISN) method and conduct a feasibility study to expand its bed capacity.

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.