2009 年新一轮医改政策启动以来，各有关部门认真积极响应党中央关于落 实医改的相关政策，取得了明显的实效。这一举措不仅是我国医疗卫生事业发展 从理念到体制的重大变革，也是贯彻落实科学发展观的本质要求。在医改政策中， 国家不但对 “看病难、看病贵”这一历史问题，提出了重大改进措施，同时也 对医疗环境的改善以及医疗专业人才的培养建设提出了具体内容。医疗人才的培 养，正是这一“医改”政策中强调的软件建设，更是健康中国建设的重要支撑， 尤其是在当下医疗环境竞争日趋激烈的阶段，如何让一个优秀的医疗人才留得 住、用得上、下得去，这是改革要解决的重点问题。虽然新中国成立以来特别是 改革开放以后，我国医疗卫生事业取得了显著成就，医疗卫生人才规模不断扩大， 人才结构也得到了改善，但是，面对日益变化的外界环境和新的挑战，卫生专业 技术人才结构不合理、质量不高、人才分布不合理的矛盾仍然十分突出，尤其在 很多公立医院中，医疗卫生人才的频繁流动也给很多医院正常医疗工作的开展带 来了很大的困难。因此，医疗机构未来的竞争，不只是床位的扩张，医院规模的 扩大，更拼的是对医院人才的管理能力、管理模式和管理格局的探索。本文以 T 医院专业技术人员流失为研究内容，T 医院是天津市滨海新区二级甲等综合型公 立医院，目前隶属于 W 集团公司，是天津市为数不多的非营利性公立国有企业医 院。由于国家医改新政的不断推动和国务院加快剥离国有企业办社会职能的大背 景，近两年来，T 医院专业技术人员流失严重，人才的流失不仅使医院的正常临 床工作开展受到了很大的影响，更造成了医院整体医疗队伍的不稳定。因此，企 业医院要想在激烈的竞争中站稳脚跟，就必须保持一定的竞争优势，尤其是在当 下新一轮国企医院剥离与改制大背景的推动下，更要稳定人心，留住现有人才， 寻求自身的优势，共谋医院的发展。基于此，本文选定 T 医院专技人员流失为切 入点，共分六个部分来介绍。第一部分为绪论，主要介绍研究背景、研究目的、 研究意义、国内外研究现状、研究思路和方法以及本文的创新点；第二部分主要 引述了国内外专家的理论成果；第三部分主要从 T 医院本身着手，分别对医院组 织架构、医院人力资源状况、医院人力资源管理模式以及医院近几年流失人员基 本情况进行分析；第四部分通过对医院相关工作人员进行访谈以及对离职人员发 放调查问卷，来对人员流失问题做出原因分析；第五部分针对第四部分分析出的 人员流失原因，运用人力资源管理的相关知识对 T 医院人员流失做出针对性的解 决措施，也为同行业医疗机构面临的同类问题带来有参考性的借鉴。 关键词：专技人员 企业医院 流失 人力资源管理II ABSTRACT Since the launch of the new round of medical reform policy in 2009, all relevant departments have seriously and actively responded to the Party Central Committee's policy on the implementation of medical reform, and have achieved obvious results. This move is not only a major change in the development of my country's medical and health undertakings from concept to system, but also an essential requirement for implementing the scientific development concept. In the medical reform policy, the state not only proposed major improvement measures to the historical problem of "difficult and expensive medical treatment" that people generally criticized in the past, but also proposed specific contents for the improvement of the medical environment and the cultivation of medical professionals. The construction of medical talents is precisely the software construction emphasized in this "health reform" policy, and it is also an important support for the construction of a healthy China, especially in the current stage of increasingly fierce competition in the medical environment, how to allow an excellent medical talent to be kept, used and willing to go down to the grass-roots unit. This is a key issue to be solved by the reform. Although since the founding of New China, especially after the reform and opening up, China's medical and health undertakings have made remarkable achievements, the scale of medical and health personnel has continued to expand, and the structure of talents has also been improved. But the contradiction between the unreasonable technical talent structure, low quality, and unreasonable talent distribution is still very prominent. Especially now, in many public hospitals today, the frequent flow of medical and health personnel has also brought great pressure to the normal medical work of many hospitals. Therefore, the future competition of medical institutions is not only the expansion of beds, the expansion of the scale of hospitals. but also the exploration of management ability, management mode and management pattern of hospital talents. This paper takes the loss of professional and technical personnel of T Hospital as the research direction. T Hospital is a Second grade comprehensive public hospital in Tianjin Binhai New Area. It is currently affiliated with W Group Company and is one of the few non-profit public state-owned enterprise hospitals in Tianjin. Due to the continuous promotion of the new policy of the national medical reform and the background of the State Council's accelerated divestiture of the social functions of state-owned enterprises, the loss of professional and technical personnel in the TIII hospital has been severe in the past two years. The loss of talent has not only greatly affected the normal clinical work of the hospital. It also caused instability of the hospital's overall medical team. Therefore, if enterprise hospitals want to gain a foothold in the fierce competition, they must maintain a certain competitive advantage, especially under the current background of the new round of divestiture and restructuring of state-owned enterprise hospitals, they must stabilize people's minds and retain existing talents, seek their own advantages, and collude with the development of the hospital. Based on this, this article selects the loss of technical personnel from T hospital as the starting point, and introduces it in six parts. The first part is an introduction, which mainly introduces the research background, research purpose, research significance, domestic and foreign research status, research ideas and methods, and the innovation of this article; the second part mainly quotes the theoretical results of domestic and foreign experts; The third part mainly starts from T hospital itself, analyzed the organizational structure of the hospital, the status of the hospital's human resources, the management mode of the hospital's human resources, and the basic situation of the hospital's lost personnel in recent years; the fourth part analyzes the causes of staff turnover by interviewing the relevant staff of the hospital and sending out questionnaires to the resigned staff; the fifth part aims at the reasons for staff turnover analyzed in the fourth part, and uses the relevant knowledge of human resource management to make targeted solutions to the staff turnover of T hospital, and also provides medical treatment for the same industry. It also provides reference for the similar problems faced by medical institutions in the same industry. Keywords: professional and technical personnel, enterprise hospital, loss, human resource managementIV 目录 第一章 绪论 ............................................. 1 1.1 研究背景.................................................1 1.2 研究目的、研究意义.......................................2 1.2.1 研究目的.................................................... 2 1.2.2 研究意义.................................................... 3 1.3 国内外研究现状...........................................4 1.3.1 国外研究现状................................................ 4 1.3.2 国内研究现状................................................ 5 1.3.3 国内外研究评述.............................................. 8 1.4 研究思路与方法...........................................8 1.4.1 研究思路.................................................... 8 1.4.2 研究方法................................................... 10 1.4.3 本文创新点................................................. 11 第二章 理论基础 ........................................ 12 2.1 勒温场强理论............................................12 2.2 心理契约理论............................................12 2.3 推拉理论..........................................