随着医疗卫生事业的不断发展壮大，民营医院与公立医院一样，已经一起成为 人民群众看病就医的重要选择对象。但医疗卫生市场日趋竞争激烈的形势在不断加 强，各地的民营医院普遍多而不强。民营医院要想在竞争激烈的医疗卫生领域立于 不败之地，其核心战略应该是实施有效的人力资源激励措施。医务人员是每个医院 的核心资源，民营医院要想在竞争激烈的医疗市场站稳脚跟，首先应当采取恰当有 效的激励措施，充分调动医务人员的工作积极性和主动性，为医院的可持续发展注 入不竭的动力。 本文选题 HY 民营医院医务人员的激励优化研究，旨在分析民营医院中医务人 员在激励方面存在的问题及其原因，提出改进民营医院医务人员激励措施的相应对 策，以期为民营医院乃至医疗卫生事业的进一步成长发展乃至壮大提供积极建言、 决策参考与有效支撑。 本文以 HY 民营医院为例，首先梳理了国内外医务人员在激励方面的相关研究 成果，在此基础上，确定了研究内容和研究方法，阐述了人力资源管理中激励的相 关理论，以及对医务人员特征和激励的研究综述，通过对 HY 民营医院人力资源管 理中激励的现状描述，运用文献搜索、访谈和问卷调查的研究方法，重点分析了 HY 民营医院在医务人员激励方面存在的问题。在理论支撑和实证分析的基础上，提出 了针对 HY 民营医院不同类型医务人员的激励优化建议和保障措施。最后，对本文 进行了总结，并展望了民营医院医务人员在激励优化方面未来的努力方向。 希望通过本文对 HY 民营医院激励方面的优化研究，能够对发展踌躇中的民营 医院提供一定的参考借鉴，为医疗卫生事业的健康发展做出些许贡献。 关键词：HY 民营医院；医务人员；激励HY 民营医院医务人员的激励优化研究 I ABSTRACT With the continuous development of medical and health services, private hospitals, like public hospitals, have become an important choice for the people to see a doctor. However, the increasingly competitive situation in the medical and health market has been strengthened, and private hospitals in various parts of the country are generally many but not strong. If private hospitals want to remain invincible in the fierce competition in the medical and health field, the core strategy should be to implement effective human resources incentives. Medical staff is the core resource of every hospital. Private hospitals should take appropriate and effective incentive measures to fully mobilize the enthusiasm and initiative of medical staff and inject inexhaustible power into the sustainable development of hospitals if they want to gain a firm foothold in the competitive medical market. This paper selects the incentive optimization study of medical personnel in HY private hospitals. This paper aims to analyze the problems and causes of the incentives of medical personnel in private hospitals, and propose corresponding countermeasures to improve the incentive measures for medical personnel in private hospitals, with a view to private hospitals and even medical and health care. Further development, development and even growth of the business provide positive advice, decision-making reference and effective support. Taking HY private hospital as an example, this paper firstly combs the relevant research results of medical personnel at home and abroad, and on this basis, determines the research content and research methods, expounds the relevant theories of motivation in human resource management, and the medical treatment. The research summary of personnel characteristics and incentives, through the description of the current situation of incentives in HY private hospital human resources management, using literature search, interviews and questionnaire survey research methods, focused on the HY private hospitals in the incentives for medical personnel. On the basis of theoretical support and empirical analysis, the incentive optimization suggestions and safeguard measures for different types of medical staff in HY private hospitals were proposed. Finally, this paper summarizes the paper and looks forward to the future efforts of medical staff in private hospitals in terms of incentive optimization. It is hoped that the optimization study on the incentive of HY private hospitals canABSTRACT II provide some reference for the development of hesitant private hospitals and make some contributions to the healthy development of medical and health undertakings. KEYWORDS: HY private hospital; medical personnel; motivationHY 民营医院医务人员的激励优化研究 1 目 录 第一章 绪论········································································································ 1 第一节 研究背景和研究意义·······························································································1 第二节 国内外相关研究现状述评·······················································································2 一、国外相关研究现状······································································································2 二、国内相关研究现状······································································································3 第三节 研究内容和研究方法·······························································································4 一、研究内容······················································································································4 二、研究方法······················································································································5 第二章 概念界定及相关理论············································································7 第一节 激励的基本理论·······································································································7 一、需要层次理论··············································································································7 二、期望理论······················································································································8 三、公平理论······················································································································9 第二节 员工激励的相关理论·······························································································9 一、员工的职业发展理论··································································································9 二、组织文化建设理论····································································································10 第三节 医务人员激励的相关研究·····················································································11 一、医务人员的特征分析································································································11 二、医务人员的激励研究简述························································································11 第三章 HY 民营医院医务人员激励现状·······················································13 第一节 HY 民营医院概况··································································································13 一、HY 民营医院简介·····································································································13 二、HY 民营医院的组织结构·························································································13 三、HY 民营医院的人力资源配置·················································································14 第二节 HY 民营医院医务人员的激励概况······································································16 一、物质经济激励············································································································16 二、职业发展激励············································································································18目录 2 三、精神情感激励············································································································18 第四章 HY 民营医院医务人员激励存在的问题和原因分析·······················20 第一节 HY 民营医院医务人员的满意度调查··································································20 一、调查的目的和思路····································································································20 二、问卷的设计和发放····································································································20 三、调查结果分析············································································································21 第二节 HY 民营医院医务人员激励存在的问题······························································22 一、物质经济激励的结构设置不合理············································································23 二、绩效考核机制不够合理····························································································24 三、医务人员的职业发展受到限制················································································24 四、医院文化建设缺失····································································································25 第三节 对存在问题的原因分析·························································································26 一、人力资源管理工作缺乏远景规划············································································26 二、管理层对医务人员的激励问题缺乏认识································································26 三、缺少对医务人员职业发展的规划管理····································································27 四、医院文化建设的观念落后························································································27 第五章 HY 民营医院医务人员激励的优化建议和保障措施·······················29 第一节 HY 民营医院医务人员激励的优化建议······························································29 一、建立健全适宜的人力资源规划工作········································································29 二、建立对不同层级医务人员的激励机制····································································29 三、实施科学的职业发展规划························································································30 四、加强富有向心力的医院文化建设············································································31 第二节 HY 民营医院医务人员激励优化的保障措施······················································32 一、管理层高度重视人力资源的长远发展理念····························································32 二、加强确保激励优化措施顺利实施的制度建设························································32 三、加强确保激励优化措施顺利实施的组织保障························································33 第六章 结论和展望··························································································34 第一节 研究结论·················································································································34 第二节 研究展望·················································································································35HY 民营医院医务人员的激励优化研究 3