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目的新时期以来,随着新一轮卫生体制改革的深化,传统的医院人力资源管理体制亦会改变。本研究目的在于了解皖北地区某大型三甲医院(以下简称B医院)的人力资源管理现状、分析其存在的问题、剖析影响人力资源管理的内外部环境,进而为优化公立医院人力资源配置提供科学的依据和参考。方法在资料收集过程中采用质性研究方法,利用工作之余对医院员工进行深度访谈、同时使用参与式观察以及文献档案法收集该医院人力资源管理相关资料;对资料进行分析时使用SWOT分析方法,对其人力资源的内部条件及外部环境进行探究。结果人力资源管理观念滞后、部分岗位设置不合理、薪酬激励效应未充分发挥、人才流失现象隐现等问题是制约医院发展的关键障碍。结论医院相关部门应采取多种措施,确立公立医院人力资源战略管理理念、优化员工岗位管理并引入竞争机制、实施激励型的薪酬管理策略以及重视员工的培训与晋升。同时建立适当的医院绩效考核体系,推动医院管理水平的提升;提高服务意识,深化人力资源制度改革以促进其优化配置。一方面,本研究丰富了医院人力资源管理理论,改善该医院人力资源管理方面的弊端,增强医院在未来医疗服务中的核心竞争力,对医院人力资源优化配置具有一定参考价值,在一定程度上同时对其他各级医疗机构的人力资源管理实践也具有一定的借鉴和指导意义;另一方面,本研究的结果将有效地规避B医院在人力资源管理方面的问题,为其长远发展奠定坚实的基础且有助于新医改的进一步深入发展。
Since the new era of objective, with the deepening of the new round of health system reform, the traditional hospital human resources management system will also change. The purpose of this study is to understand the status quo of human resource management in a large A-level hospital in northern Anhui (hereinafter referred to as B-hospital), to analyze the existing problems, to analyze the internal and external environment that affects human resource management, and to provide science for optimizing the allocation of human resources in public hospitals The basis and reference. Methods In the process of data collection, a qualitative research method was used to make in-depth interviews with hospital staff using the spare time. At the same time, participatory observation and literature archival method were used to collect relevant data of the hospital’s human resource management. The data were analyzed using the SWOT analysis method , To explore the internal conditions of its human resources and the external environment. Results The problems such as the lagging concept of human resource management, the unreasonable position of some posts, the underutilization of salary incentives, and the loss of brain drain are the key obstacles to the development of the hospital. Conclusion The relevant departments of the hospital should take various measures to establish the concept of human resources strategic management in public hospitals, optimize the management of employees’ positions and introduce competition mechanisms, implement the incentive pay management strategies and attach importance to the training and promotion of employees. At the same time, an appropriate hospital performance appraisal system should be set up to promote the improvement of the hospital management level; enhance service awareness and deepen the reform of the human resources system to promote its optimal allocation. On the one hand, this study enriched the theory of hospital human resource management, improved the malpractice of human resource management in the hospital, and enhanced the core competitiveness of the hospital in the future medical service, which is of certain reference value for the optimal allocation of hospital human resources. To some extent, At the same time, it also has certain reference and guidance significance to human resource management practices of other medical institutions at all levels. On the other hand, the results of this study will effectively circumvent the problems of human resource management in Hospital B and lay a solid foundation for its long- Fundamental and contribute to the further development of new medical reform.