Silverman M R, Gregoire M B, Lafferty L J, Dowling R A
University of Chicago Hospitals Nutrition Services, Ill., USA.
J Am Diet Assoc. 2000 Jan;100(1):76-80. doi: 10.1016/S0002-8223(00)00023-7.
To identify current operational practices and expectations for future practices in hospital foodservice; establish the probability that current practices will change; and determine whether differences in practices exist on the basis of profit status and hospital size.
A questionnaire, to determine current practices, probability of change, and expectations for future practices, was mailed to foodservice directors.
A random sample of 500 foodservice directors in US hospitals with 200 or more beds. A total of 214 questionnaires were returned for a response rate of 43%.
Descriptive statistics were used to report current practices, probability of change, and expectations for future practices. The Kruskal-Wallis test was conducted to examine whether the probability of change ratings differed on the basis of hospital profit status and size. chi 2 Analysis was used to examine whether expectations for future practices differed based on hospital profit status and size.
Currently 81% of hospital foodservice departments have fewer than 100 employees; 73% have revenue budgets of less than $2 million; 49% have expense budgets greater than $2 million; 55% use a selective menu, often (43%) 1-week in length; 74% use conventional food production technology; 81% have a centralized, hot tray line; 91% operate a cafeteria; 96% do on-site catering; 69% have differential pricing for employee meals; 58% have subsidized employee meals; and 19% have coffee kiosks. Changes in current practices are expected in several areas. Foodservice directors expect to serve meals to fewer inpatients (71%), employ less staff (73%), have smaller expense budgets (70%), and generate more revenue (61%). Kruskal-Wallis and chi 2 analyses indicated few differences on the basis of hospital profit status and size. There was little consensus among directors on how to best respond to these environmental changes.
Hospital foodservice practices will change in the future. Foodservice directors are using a variety of strategies (e.g., revenue-generating ventures, menu changes) to respond to current environmental changes. Increased emphasis will be placed on running a hospital foodservice department as a profit center rather than a cost center.
确定医院餐饮服务当前的运营实践以及对未来实践的期望；确定当前实践发生变化的可能性；并根据盈利状况和医院规模确定实践中是否存在差异。
向餐饮服务主管邮寄了一份问卷，以确定当前实践、变化可能性以及对未来实践的期望。
从美国拥有200张或更多床位的医院中随机抽取500名餐饮服务主管。共收回214份问卷，回复率为43%。
使用描述性统计来报告当前实践、变化可能性以及对未来实践的期望。进行Kruskal-Wallis检验以检查变化可能性评级是否因医院盈利状况和规模而异。使用卡方分析来检查对未来实践的期望是否因医院盈利状况和规模而异。
目前，81%的医院餐饮服务部门员工少于100人；73%的部门收入预算低于200万美元；49%的部门支出预算超过200万美元；55%采用选择性菜单，通常为期1周（43%）；74%使用传统食品生产技术；81%有集中的热餐盘生产线；91%经营自助餐厅；96%提供现场餐饮服务；69%对员工餐有差别定价；58%为员工餐提供补贴；19%设有咖啡亭。预计在几个方面当前实践会发生变化。餐饮服务主管预计为住院患者提供的餐食会减少（71%），员工数量会减少（73%），支出预算会变小（70%），收入会增加（61%）。Kruskal-Wallis检验和卡方分析表明，在医院盈利状况和规模方面差异不大。主管们对于如何最好地应对这些环境变化几乎没有达成共识。
医院餐饮服务实践未来将会发生变化。餐饮服务主管正在采用多种策略（如创收项目、菜单变更）来应对当前的环境变化。将更加注重把医院餐饮服务部门作为利润中心而非成本中心来运营。
