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2020年L医院员工绩效工资分配方案的优化研究_硕士论文

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L 医院员工绩效工资分配方案的优化研究 医疗卫生行业是与民生密切相关的领域,虽然近几年国家在不断的放开医疗 行业的监管力度,引进社会力量进入医疗行业并取得了一定的效果,但是未来的 路依然任重道远,还需要更多的尝试和努力,寻找适合中国国情的改革方案。公 立医院的绩效改革已经开展了很长时间,目前在省级、地市级公立医院的绩效工 资改革工作已经进展的非常规范,而县级医疗机构的改革工作还在如火如荼的进 行。考虑到县级公立医院的卫生资源的现实情况,需要在省市级医院和县级医院 之间寻找一个平衡点来设计绩效工资优化方案,照搬其他医院的成功方案并不一 定能够真正适应县级医院。 现阶段,医院之间的竞争就是人才的竞争,如何留得住人才将是检验绩效工 资改革的成功与否的关键。医疗人才存在培养时间长、技术熟练应用难度大、临 床工作的职业风险高等问题,因此,在绩效优化方案的设计中应充分考虑医院的 实际情况,结合先进的管理办法,有针对性的设计相关的绩效指标,充分体现各 个岗位的劳动价值,这样才能充分调动起医务人员工作的热情,稳定医院的人才 队伍。因此,本文以 L 医院为例,通过阅读了解国内外先进的绩效管理方法,并 研究参考国内外成功应用理论的案例,制定符合 L 医院实际情况的绩效工资优化 方案。 L 医院的优化方案通过重新梳理各部门的岗位职责,制定全新的岗位评价体 系。结合科室情况将科室分为按照工作量核算和按岗位系数核算两个单元,并明 确各单元工作量的核算方式。制定科室内部二次分配方案的指导原则,让优化方 案可以真正落到实处,提高职工工作积极性。希望可以通过对 L 医院绩效工资优 化方案的研究,为县级公立医院绩效工资改革的相关工作提供一些新的思路。 关键词: 绩效工资,优化方案,县级公立医疗机构II Abstract Research on the Optimization of Performance Wage Distribution Scheme in L Hospital The medical and health industry is closely related to people's livelihood,although in recent years, the state has continuously liberalized the supervision of the medical industry,introducing social forces into the medical industry and achieving certain results,however,the road ahead is still a long way to go,and more attempts and efforts are needed to find a reform plan suited to China's national conditions. The performance reform of public hospitals has been carried out for a long time. At present, the performance salary reform of provincial and municipal public hospitals has developed very standard, while the reform of county-level medical institutions is still in full swing. Considering the reality of health resources in County-level Public hospitals, it is necessary to find a balance point between provincial and municipal hospitals and county-level hospitals to design performance-based salary optimization programs. Copying the successful programs of other hospitals may not really adapt to county-level hospitals. At this stage, the competition between hospitals is the competition of talents. How to retain talents will be the key to test the success of performance pay reform. Medical personnel have the problems of long training time, difficult application of technical proficiency and high occupational risk in clinical work. Therefore, in the design of performance optimization program, we should fully consider the actual situation of the hospital, combine with advanced management methods, design relevant performance indicators, fully to reflect the labor value of each post, so as to fully mobilize medical personnel’s enthusiasm and stability of the hospital's talent team. Therefore, this paper takes L Hospital as an example, through reading and understanding the advanced performance management methods at home and abroad, and studying the successfulIII application of theory cases at home and abroad, to formulate the performance pay optimization program in line with the actual situation of L Hospital. L Hospital's optimization plan is to redefine the responsibilities of various departments and formulate a new job evaluation system. According to the situation of the departments, the departments are divided into two units: the calculation according to workload and the calculation according to post coefficient, and the calculation methods of workload of each unit are defined. To formulate the guiding principles of the internal secondary allocation scheme, so that the optimization scheme can be truly implemented, and improve the enthusiasm of workers. It is hoped that through the study of the optimization scheme of performance pay in L Hospital, some new ideas can be provided for the related work of performance pay reform in County-level Public hospitals. Key words: Performance Wages, Optimizing Programs, County-level Public Medical InstitutionsIV 目 录 摘要...................................................I Abstract ................................................ II 第 1 章 绪论 .............................................1 1.1 研究背景和研究意义 ............................... 1 1.2 国内外研究综述 ................................... 3 1.2.1 国外相关文献研究 ............................ 3 1.2.2 国内相关文献研究 ............................ 6 1.3 研究内容 ........................................ 10 1.4 研究方法 ........................................ 11 第 2 章 基础理论概述 ....................................12 2.1 核心概念 ........................................ 12 2.1.1 薪酬 ....................................... 12 2.1.2 基本工资 ................................... 13 2.1.3 绩效工资 ................................... 13 2.1.4 医院绩效工资 ............................... 14 2.2 岗位评价的相关理论 .............................. 14 2.2.1 岗位分析 ................................... 14 2.2.2 岗位评价 ................................... 15 2.2.3 岗位管理 ................................... 15 2.3 绩效工资分配的相关理论 .......................... 16 2.3.1 按劳分配理论 ............................... 16V 2.3.2 公平理论 ................................... 16 2.3.3 分享经济理论 ............................... 17 2.3.4 整体薪酬理论 ............................... 17 第 3 章 L 医院绩效工资分配方案的现状和分析...............19 3.1 L 医院的基本状况................................. 19 3.2 L 医院组织机构设置............................... 19 3.2.1 L 医院科室设置及人员分布情况 ................ 19 3.2.2 L 医院领导班子分工.......................... 21 3.3 L 医院绩效工资分配方案的现状..................... 23 3.3.1 L 医院原方案调研............................ 23 3.3.2 L 医院原分配方案的核算方法 .................. 24 3.4 L 医院绩效工资分配方案存在的问题及分析 ........... 26 3.4.1 L 医院绩效工资方案存在的问题 ................ 26 3.4.2 L 医院绩效工资方案的问题分析 ................ 28 第 4 章 L 医院绩效工资分配的优化方案.....................30 4.1 L 医院绩效工资分配方案优化的目标和原则 ........... 30 4.1.1 L 医院绩效工资的优化的目标 .................. 30 4.1.2 L 医院绩效工资的优化原则.................... 31 4.2 制定 L 医院岗位评价方案 .......................... 33 4.2.1 设计 L 医院岗位评价表 ....................... 33 4.2.2 组织岗位价值测评 ........................... 38 4.2.3 确定 L 医院各部门岗位系数 ................... 39VI 4.2.4 岗位评价方案的可行性与合理性 ............... 39 4.3 L 医院绩效工资优化方案的结构设计 ................. 39 4.3.1 确定绩效工资总额占比 ....................... 39 4.3.2 制定定岗定编方案 ........................... 41 4.3.3 以工作量为核算单位的部门核算方法 ........... 42 4.3.4 以岗位系数核算的部门核算方法 ............... 44 4.3.5 制定科室二次分配指导意见 ................... 44 第 5 章 L 医院实施绩效工资优化方案的保障措施.............46 5.1 院领导应高度重视绩效工资分配方案的优化工作 ...... 46 5.2 加强绩效工资优化方案的相关培训 .................. 46 5.3 不断完善医院的信息系统 .......................... 46 5.4 绩效工资优化方案需要不断完善 .................... 47 第 6 章 研究结论与展望 ..................................48 6.1 研究总结 ........................................ 48 6.2 研究不足与展望 .................................. 48