Objectives To investigate the personnel allocation and workloads of the medical residents across the subspecialties of the Department of Internal Medicine at a tertiary hospital. Methods A cross-sectional survey was performed to investigate personnel allocation and workload. The resulting data were compared with the ministerial standard that regulates the training of medical residents. Results Aside from the subspecialty of Rheumatology, medical residents accounted for 40% to 70% of the total staff physicians. The faculty physicians accounted for only 20% to 50% of the total. When the non-faculty residents were not taken into account, each individual faculty physician took charge of between 5.3 to 15.5 beds across all the subspecialties. When only the non-faculty residents were accounted for, each individual resident took charge of 1.7 to 9.4 beds, 1.3 to 5.7 bed-days per day, and 5.8 to 17.3 patients per month. When both were accounted for, each physician was responsible for 1.3 to 5.9 beds, 1 to 3.6 bed-days per day, and 4.2 to 10.7 patients per month. In comparison with the ministerial standards, medical residents have managed more patients per month in the subspecialties of Nephrology, Respiratory Diseases, Digestive Diseases, Neurology and Infection.Fewer patients were managed in the subspecialty of Endocrinology. Conclusion The medical resident allocation is balanced across the subspecialties of the Department of Internal Medicine, although it is less stable. The total number of physicians is smaller than required, and physicians generally bear an overload of work. The number of patients managed by each individual resident is more than the requirement set by the ministerial standards, and has significant variations across subspecialties. Medical residents need to be allocated in accordance with the corresponding workloads.
Objective To explore a systematic calculation method for central transport manpower evaluation, and to improve hospital operations and refined management. Methods The manpower of the central transportation department in the main hospital area of H Hospital from 2023 to 2025 has been selected. The central transportation transfer positions had been categorized into 3 major job categories and 23 sub-categories. Based on various methods, the staffing standards for each central transport position were established, and the total central transport manpower demand of the hospital was calculated using these standards. Results The total demand for central transportation personnel in the main hospital area of H Hospital was 341, revealing a manpower gap of 9 persons. After operating for one month according to the latest personnel allocation plan, the average task response time for central transportation tasks (6.5 vs. 8.0 minutes) and specimen transfer time (14.5 vs. 17.0 minutes) in the branch hospital area of H Hospital were shortened. After one year of operation, clinical complaints arising from transportation delays decreased, and no specimen/drug transfer errors occurred. Conclusion The human resource evaluation method and staffing standards for central transport based on position analysis demonstrate practical application value and can provide a reference for the manpower calculation and refined management of support staff in hospitals of the same level.