首页 > 资料专栏 > 论文 > 组织论文 > 绩效管理论文 > MBA毕业论文_X大学附属医院临床教师绩效考核改善研究DOC

MBA毕业论文_X大学附属医院临床教师绩效考核改善研究DOC

眼科医院***
V 实名认证
内容提供者
热门搜索
资料大小:525KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2020/8/31(发布于河南)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
I 摘要 高校的附属医院作为公立医院的一个重要组成部分,不仅承担着医疗服务工作,还 肩负着为社会培养各类卫生技术专业性人才。而临床教师的带教质量直接决定着临床专 业学生的培养水平。但目前一些高校附属医院在绩效考核管理方面偏重于临床服务,对 临床教师绩效考核存在诸多薄弱环节,临床教师的教学价值不能被充分体现,教学潜能 未能有效释放。 在这样的背景下,本次研究在文献研究的基础上,对 X 大学附属医院临床带教教师 的绩效考核管理通过调查研究,对其存在的问题进行分析,提出构建多维度临床教师的 绩效考核方案,提升临床教师的带教自主带教意识,提升教学质量,为我国卫生事业发 展培养更多优秀的医学人才。 本次研究认为 X 大学附属医院临床带教教师的绩效考核管理存在的主要问题包括, 绩效考核管理有失公平、绩效考核部门单一、绩效考核体系不健全等问题。针对这些问 题,论文从增加教研室分值的设立、增加教学绩效奖励分、提高临床教师个人绩效管理 水平等方面针对性的提出了优化策略;并对优化策略所需的保障措施从制度、组织结构 等方面予以阐述,确保优化策略能够落实到位,发挥其应有的价值。 关键词,高校附属医院, 临床教师,临床带教, 绩效考核西北大学硕士学位论文 II ABSTRACT As an important part of public hospitals, affiliated hospitals in colleges and universities not only undertake medical service work, but also shoulder to train all kinds of professional talents of health technology for the society. and the quality of clinical teachers ' teaching directly determines the training level of clinical majors. However, at present, some university affiliated hospitals focus on clinical services in performance appraisal management, there are many weak links in the performance appraisal of clinical teachers, the teaching value of clinical teachers can not be fully reflected, and the teaching potential has not been effectively released. In this context, on the basis of literature research, this study analyzes the performance appraisal management of clinical teaching teachers in X University affiliated hospitals through investigation and research, and puts forward the construction of multi-dimensional clinical teachers ' performance appraisal scheme, which enhances the clinical teachers ' consciousness of teaching autonomy and education, and improves the quality of education. Cultivate more excellent medical talents for the development of health undertakings in China. This study holds that the main problems existing in the performance appraisal management of clinical teaching teachers in X University affiliated hospitals include: The performance appraisal Management is unfair, the performance appraisal Department is single, the performance appraisal system is not perfect and so on. In view of these problems, this paper puts forward the optimization strategy from the aspects of increasing the establishment of the score of teaching and research, increasing the reward score and improving the level of personal performance management of clinical teachers, and expounds the safeguard measures needed to optimize the strategy from the aspects of system and organization structure,and so on. Key words: college affiliated hospitals, clinical teachers, clinical teaching, performance evaluation目 录 III 目 录 摘要...................................................................................................................................I ABSTRACT ...................................................................................................................... II 目 录................................................................................................................................III 第一章 绪论......................................................................................................................1 1.1 研究背景及意义 ......................................................................................................1 1.1.1 研究背景 ...........................................................................................................1 1.1.2 研究意义 ...........................................................................................................1 1.2 国内外研究现状......................................................................................................2 1.2.1 国内研究现状 ...................................................................................................2 1.2.2 国外研究现状 ...................................................................................................3 1.3 研究思路与方法 ......................................................................................................3 1.3.1 研究思路 ...........................................................................................................3 1.3.2 研究方法 ...........................................................................................................4 1.4 研究内容与技术路线..............................................................................................5 1.4.1 研究内容 ..........................................................................................................5 1.4.2 研究框架 ..........................................................................................................5 第二章 相关理论..............................................................................................................7 2.1 绩效的概念及含义 ..................................................................................................7 2.1.1 绩效概念 ...........................................................................................................7 2.1.2 绩效的含义 .......................................................................................................7 2.1.3 绩效的特点 .......................................................................................................7 2.2 医院教学绩效管理及内容 ......................................................................................7 2.2.1 教学绩效管理 ...................................................................................................7 2.2.2 医院绩效管理 ..................................................................................................8 2.2.3 绩效管理的内容 ...............................................................................................8 2.3 激励理论 ..................................................................................................................9 2.3.1 期望理论 ...........................................................................................................9西北大学硕士学位论文 IV 2.3.2 公平理论........................................................................................................... 9 2.3.3 强化型激励理论............................................................................................. 10 2.4 临床带教教师的定义及特征 ............................................................................... 10 2.4.1 临床带教教师的定义..................................................................................... 10 2.4.2 临床带教教师的工作特点............................................................................. 10 第三章 X 大学附属医院临床绩效考核管理现状分析................................................ 12 3.1 X 大学附属医院临床教师教学情况简介 ............................................................ 12 3.1.1X 大学附属医院简介...................................................................................... 12 3.1.2 临床教师人力资源概述................................................................................ 13 3.2 X 大学附属医院的教学绩效考核管理现状 ........................................................ 18 3.2.1 临床教师的薪资分配方法............................................................................. 18 3.2.2 医院绩效考核管理现状分析......................................................................... 19 3.2.3 临床带教教师绩效考核管理现状................................................................. 21 3.3 临床教师绩效管理存在问题调查........................................................................ 23 3.3.1 问卷的设计与编制......................................................................................... 23 3.3.2 调查对象......................................................................................................... 23 3.3.3 调查方法......................................................................................................... 24 3.3.4 调查结果统计................................................................................................. 24 3.4 临床教师绩效考核管理存在的问题 ................................................................... 24 3.4.1 对不同科室,绩效考核“一刀切” ................................................................. 24 3.4.2 教学环节绩效考核不够全面......................................................................... 25 3.4.3 教学单位考核部门较为单一......................................................................... 25 3.4.4 绩效考核仅有月度考核,缺乏年度考核细则............................................. 25 3.4.5“人情式”处理绩效考核,有失公平 .............................................................. 25 3.5 影响绩效考核的成因分析.................................................................................... 26 3.5.1 制定考核主体的不合理性............................................................................. 26 3.5.2 绩效管理方案不完善..................................................................................... 26 3.5.3 执行环节的非制度性..................................................................................... 27 第四章 X 大学附属医院临床教师绩效考核管理方案优化设计................................ 28 4.1 优化设计的整体思路............................................................................................ 28目 录 V 4.1.1 从单一部门考核向多部门考核 .....................................................................28 4.1.2 增加教学任务量分值 .....................................................................................28 4.2 优化设计原则 ........................................................................................................28 4.2.1 可操作性原则 .................................................................................................28 4.2.2 全面性原则 .....................................................................................................28 4.2.3 激励性原则 .....................................................................................................28 4.2.4 指导性原则 .....................................................................................................29 4.3 优化方案内容........................................................................................................29 4.3.1 增加教研室分值的设立 .................................................................................29 4.3.2 增加教学绩效奖励分 .....................................................................................31 4.3.3 增加临床教师个人绩效管理 .........................................................................31 4.3.4 提高临床教师激励力度和范围 .....................................................................32 第五章 优化方案实施的保障措施................................................................................35 5.1 健全完善制度,确保方案有效执行 ....................................................................35 5.2 优化组织结构,促进方案责任到位 ....................................................................36 5.3 分阶段实施,促进方案稳步进行 ........................................................................36 5.4 实行柔性工作制,让临床教师获得更多学习机会 ............................................37 第六章 结论....................................................................................................................38 6.1 研究结果 ................................................................................................................38 6.2 展望 ........................................................................................................................38