我国作为发展中国家，在中国特色社会主义的经济发展模式下，随着市场经济地 位的不断提高，企业越发需要增强竞争力，吸引和留住人才成为重中之重，人力资源 管理部门将薪酬管理作为核心部分。追求薪酬激励也变成了企业的管理所要达到的一 个目的。利用有效的薪酬管理，企业能够使得薪酬体系得到优化，从而实现薪酬激励， 来提高企业的人力资源管理水平，实现企业的长足发展与战略目标。因此，薪酬激励 机制亟待整改完善得更加科学有效，使医院从根本上提高人才竞争力，实现长远发展。 伴随着我国事业单位改革和医疗体系的变化，本文以本市一家民营医院体检中心 为研究对象，以其中的医务人员薪酬激励为切入点，结合该医院的行业特点、人员构 成、经营理念和企业发展等，针对 C 医院体检中心的薪酬体系进行设计，制定出更加 完备的方案。 首先以薪酬管理相关理论为依据，采取调研、问卷、对比等办法，全面梳理 C 医院薪酬管理与激励中存在的诸多问题，相应作出进一步优化处理。其次，根据 C 医院体检中心的现状，对医务人员岗位设置、职务层级、职称级别、职责大小进行科 学的评价和绩效评估，运用岗位排序法和要素计点法得出相应的岗位等级，并对比同 医院其他人员、同行业医务人员的薪酬，设计出适合 C 医院体检中心医务人员发展现 状的薪酬激励体系。 再次，新的薪酬激励设计方案旨在解决 C 医院体检中心目前亟 待解决的人才流失、管理弱化、绩效不明的薪酬和人力资源管理方面的问题，提高薪 酬激励作用，降低医务人员的流失，提高医务人员的水平，并带来利润的相应提升。 同时，在分析 C 医院体检中心薪酬管理基础上，力求通过薪酬管理的优化，为 C 医院体检中心的经营注入新的生命力，并在同行业提供相应的可供借鉴的薪酬管理模 式。 关键词：医务人员；薪酬管理；薪酬激励1 ABSTRACT China is a developing country. Under the economic development model of socialism with Chinese characteristics, with the continuous improvement of market economy status, enterprises need to enhance their competitiveness more and more. Attracting and retaining talents becomes the top priority, which ultimately determines the competitiveness of the company. How to improve the level of human resource management has increasingly become the core content of enterprise development. However, as core content of human resource management, salary management has become increasingly important. The pursuit of salary incentives has also become a goal of enterprise management. With effective compensation management, enterprises can optimize the compensation system, thereby achieving salary incentives and improving the level of human resource management of the enterprise, thereby realizing the long-term development and strategic goals of the enterprise. Therefore, establishing a scientific and effective salary incentive mechanism is of great strategic significance for enhancing the competitiveness of enterprises. Along with the reform of the public institutions and the changes of the medical system in our country, this paper takes the physical examination center of a private hospital in this city as the research object, and takes the incentives of medical staff as the entry point, combining the industry characteristics, personnel composition, business philosophy and Enterprise development, etc., to discuss the design of the salary system of the C hospital physical examination center and provide an optimization plan. Firstly, based on the relevant theories of salary management, we adopt research, questionnaires and comparison methods to comprehensively sort out many problems in the salary management and incentives of C hospitals, and conduct better analysis of the causes of the problems. Secondly, according to the current situation of the C hospital physical examination center, the medical staff's post setting, job level, title level, and responsibilities are scientifically evaluated and performance evaluation, and the post ranking method and factor counting method are used to obtain the corresponding post grade. Compare the salary of other staff in the hospital with the medical staff in the same industry, and design a salary incentive system suitable for the development of the medical staff of the C hospital. Thirdly, the new salary incentive design program aims to solve the problems of brain drain, weak management, unclear salary and human resource management that C hospital physical examination center needs to solve urgently, improve salary incentives, reduce the2 loss of medical staff, and improve medical services. The level of personnel and the corresponding increase in profits. Finally, the paper gives the research conclusions and prospects of the enterprise incentive optimization program. At the same time, based on the analysis of the salary management of the C hospital physical examination center, by studying the mechanism and mechanism of the salary system operation, this paper provides new constructive suggestions for the corresponding theoretical system. It is expected that through the optimization of salary management, it will inject new vitality into the operation of C hospital physical examination center, and provide corresponding salary management model in the same industry. KEYWORDS: medical staff; salary management; incentive creative stage1 目 录 第一章 绪论 ·········································································1 第一节 选题背景 ················································································ 1 第二节 理论研究综述··········································································· 1 一、国外研究综述 ············································································· 1 二、国内研究现状综述 ······································································· 2 第三节 研究目的与意义········································································ 2 一、研究目的 ··················································································· 2 二、研究意义 ··················································································· 3 第四节 研究内容与研究方法·································································· 3 一、研究内容 ··················································································· 3 二、研究方法 ··················································································· 4 第二章 薪酬激励理论基础 ·······················································5 第一节 薪酬激励的概念界定·································································· 5 一、薪酬界定 ··················································································· 5 二、薪酬体系 ··················································································· 6 第二节 薪酬激励的理论概述·································································· 7 一、期望理论 ··················································································· 7 二、公平理论 ··················································································· 8 三、人力资本理论 ············································································· 9 四、委托代理理论 ············································································· 9 五、利润分享理论 ············································································10 第三章 C 医院体检中心医务人员薪酬体系现状分析······················11 第一节 C 医院体检中心基本情况概述····················································· 11 一、基本概况 ·················································································· 11 二、组织结构设置 ············································································ 11 三、人员构成情况 ············································································ 11 四、业绩情况 ··················································································12 第二节 C 医院体检中心医务人员薪酬体系现状··········································122 一、基本薪酬·················································································· 13 二、绩效薪酬·················································································· 14 三、奖金福利·················································································· 14 四、薪酬总体水平············································································ 15 第三节 C 医院体检中心医务人员薪酬满意度调查······································· 15 一、调查目的·················································································· 15 二、满意度调查结果分析··································································· 16 第四节 存在的主要问题 ······································································· 19 一、薪酬总体水平偏低，外部竞争力差················································· 19 二、薪酬内部差异化偏弱，公平性差···················································· 19 三、薪酬激励性偏弱，人员积极性差···················································· 20 四、福利效率性偏低，职工归属感差···················································· 20 第五节 产生问题的原因分析 ································································· 20 一、经营管理理念的偏差··································································· 20 二、薪酬结构制度与岗位匹配相关性弱················································· 21 三、奖金与绩效衔接不紧密································································ 21 四、非经济薪酬作用发挥不足····························································· 21 第四章 C 医院体检中心医务人员薪酬激励设计方案························22 第一节 优化设计的目标、思路与改进框架 ··············································· 22 一、设计目标·················································································· 22 二、设计思路·················································································· 23 第二节 岗位价值要素评价 ···································································· 24 一、岗位价值评估············································································ 24 二、同区域同行业水平调查································································ 24 三、岗位价值模型············································································ 24 第三节 基本薪酬激励设计 ···································································· 25 一、基本薪酬情况说明······································································ 25 二、基本薪酬激励设计方案································································ 26 第四节 绩效薪酬激励设计 ···································································· 27 一、绩效薪酬情况说明······································································ 27 二、绩效薪酬激励设计方案································································ 273 第五节 福利科目激励设计····································································29 一、福利科目情况说明 ······································································29 二、福利科目激励设计方案 ································································29 第五章 薪酬激励方案保障措施··················································30 第一节 实施前的宣传与沟通··································································30 一、宣传培训保障 ············································································30 二、沟通协调保障 ············································································30 第二节 薪酬优化保障机制建立·······························································30 一、组织机构保障 ············································································30 二、规章制度保障 ············································································31 第三节 监督与控制··············································································31 一、监督保障 ··················································································31 二、工会保障 ··················································································31 第六章 研究结论与展望···························································32 第一节 研究结论·················································································32 第二节 存在不足·················································································32 第三节 研究展望·················································································33