随着新医药卫生体制改革的深入发展，国家鼓励、支持和引导社会资本办医，大量民营 医院应运而生。十九大报告指出，民营医院数量已超过公立医院，民营医院市场竞争环境日 趋激烈，而要想在竞争中获得优势，首要的就是重视核心人才资源。 本文围绕着民营 BQ 医院核心人才保持策略这一主题，首先，从心理契约角度对相关理论 进行简述，包括医疗核心人才的相关研究、人才保留机制研究、民营医院核心人才流失与保 持研究，通过描述与归纳，将核心人才和一般人才区别开来，界定民营医院核心人才的定义， 进一步明晰笔者所理解的民营 BQ 医院的核心人才范围及内涵。其次，在理论回顾的基础上， 通过案例研究，分析民营 BQ 医院核心人才流失的现状与影响因素，探讨民营医院核心人才保 持现有策略的优劣势，以丰富民营医院核心人才管理领域研究。再次，从心理契约的几个维 度着手，探讨笔者对于民营医院核心人才保持策略的改进和完善方向。最后，根据 BQ 医院案 例分析，探究民营医院核心人才保持要素，提出我国民营医院人才保持和激励的相关建议， 具体包括民营医院应利用心理契约的 EAR 循环，从自身制度建设着手，重视医院信用能力建 设、提升文化内涵、从心理契约各维度出发对核心人才进行物质和精神激励，以促进核心人 才保持。本文对民营医院核心人才的识别及保持提供案例指导和参考价值。 关键词: 核心人才，激励，保持策略 ，心理契约，民营医院II Abstract With the in-depth development of the new medical and health system reform, the state encourages, supports and guides social capital to run hospitals, and a large number of private hospitals emerge as the times require. The report of the Nineteenth National Congress pointed out that the number of private hospitals has exceeded that of public hospitals, and the market competition environment of private hospitals has become increasingly fierce. In order to gain advantages in the competition, the first thing is to attach importance to the core talent resources. This paper focuses on the theme of core talent retention strategy in the private BQ hospital. Firstly, from the perspective of psychological contract, this paper briefly describes the relevant theories, including the research on medical core talent, talent retention mechanism and core talent drain and maintenance in private hospitals. Through description and induction, the core talent and general talent are distinguished, and the core talent of private hospitals is defined. Definition, further clarify the scope and connotation of the core talents of private BQ hospitals. Secondly, on the basis of theoretical review and case study, this paper analyses the current situation and influencing factors of core talent drain in the private BQ hospital, and explores the advantages and disadvantages of maintaining core talent in private hospitals so as to enrich the research in the field of core talent management in private hospitals. Thirdly, starting from several dimensions of psychological contract, this paper discusses the improvement and perfection direction of the author's strategy for maintaining core talents in private hospitals. Finally, according to the case analysis of BQ hospital, this paper explores the key elements for maintaining core talents in private hospitals, and puts forward relevant suggestions for maintaining and motivating talents in private hospitals in China, including that the private hospitals should make use of EAR cycle of psychological contract and self-control. Starting from the construction of the system, we should attach importance to the construction of hospital credit capacity, enhance cultural connotation, and provide material and spiritual incentives for core talents from all dimensions of psychological contract in order to promote the maintenance of core talents. This paper provides case guidance and reference value for identifying and maintaining core talents in private hospitals. Key words: Core talents, Motivation, Maintenance strategy, Psychological contract, Private hospitalsIII 目录 第一章 绪论............................................................................................................................................................. 1 1.1研究背景.................................................................................................................................................... 1 1.2研究目的.................................................................................................................................................... 1 1.3研究意义.................................................................................................................................................... 1 1.4研究方法.................................................................................................................................................... 2 1.5研究内容.................................................................................................................................................... 3 第二章 相关理论基础............................................................................................................................................. 5 2.1心理契约理论的提出及其应用 ................................................................................................................ 5 2.1.1 心理契约的内涵 ............................................................................................................................. 5 2.1.2 心理契约的特点 ............................................................................................................................. 8 2.1.3 心理契约在医院中的运用 ............................................................................................................. 9 2.1.4 心理契约对医院管理的作用........................................................................................................ 10 2.1.5 心理契约的订立 ............................................................................................................................11 2.1.6 心理契约违背与预防 ................................................................................................................... 12 2.2医疗核心人才理论.................................................................................................................................. 12 第三章 民营 BQ 医院核心人才现状.................................................................................................................... 14 3.1民营 BQ 医院背景介绍........................................................................................................................... 14 3.1.1 BQ 医院概况.................................................................................................................................. 14 3.1.2 BQ 医院重点专科建设.................................................................................................................. 14 3.1.3 BQ 医院文化核心.......................................................................................................................... 15 3.1.4 BQ 医院组织架构.......................................................................................................................... 15 3.2民营 BQ 医院核心人才介绍................................................................................................................... 16 3.2.1 BQ 医院人员构成.......................................................................................................................... 16 3.2.2 BQ 医院医师构成.......................................................................................................................... 17 3.2.3 BQ 医院护理构成.......................................................................................................................... 18 3.2.4 BQ 医院医技、药技构成.............................................................................................................. 18 3.2.5 BQ 医院行政构成.......................................................................................................................... 19 3.3本章小结.............................................................................................................................