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2020年L醫院員工績效工資分配方案的優化研究_碩士論文

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L 醫院員工績效工資分配方案的優化研究 醫療衛生行業是與民生密切相關的領域,雖然近幾年國家在不斷的放開醫療 行業的監管力度,引進社會力量進入醫療行業并取得了一定的效果,但是未來的 路依然任重道遠,還需要更多的嘗試和努力,尋找適合中國國情的改革方案。公 立醫院的績效改革已經開展了很長時間,目前在省級、地市級公立醫院的績效工 資改革工作已經進展的非常規范,而縣級醫療機構的改革工作還在如火如荼的進 行。考慮到縣級公立醫院的衛生資源的現實情況,需要在省市級醫院和縣級醫院 之間尋找一個平衡點來設計績效工資優化方案,照搬其他醫院的成功方案并不一 定能夠真正適應縣級醫院。 現階段,醫院之間的競爭就是人才的競爭,如何留得住人才將是檢驗績效工 資改革的成功與否的關鍵。醫療人才存在培養時間長、技術熟練應用難度大、臨 床工作的職業風險高等問題,因此,在績效優化方案的設計中應充分考慮醫院的 實際情況,結合先進的管理辦法,有針對性的設計相關的績效指標,充分體現各 個崗位的勞動價值,這樣才能充分調動起醫務人員工作的熱情,穩定醫院的人才 隊伍。因此,本文以 L 醫院為例,通過閱讀了解國內外先進的績效管理方法,并 研究參考國內外成功應用理論的案例,制定符合 L 醫院實際情況的績效工資優化 方案。 L 醫院的優化方案通過重新梳理各部門的崗位職責,制定全新的崗位評價體 系。結合科室情況將科室分為按照工作量核算和按崗位系數核算兩個單元,并明 確各單元工作量的核算方式。制定科室內部二次分配方案的指導原則,讓優化方 案可以真正落到實處,提高職工工作積極性。希望可以通過對 L 醫院績效工資優 化方案的研究,為縣級公立醫院績效工資改革的相關工作提供一些新的思路。 關鍵詞: 績效工資,優化方案,縣級公立醫療機構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 錄 摘要...................................................I Abstract ................................................ II 第 1 章 緒論 .............................................1 1.1 研究背景和研究意義 ............................... 1 1.2 國內外研究綜述 ................................... 3 1.2.1 國外相關文獻研究 ............................ 3 1.2.2 國內相關文獻研究 ............................ 6 1.3 研究內容 ........................................ 10 1.4 研究方法 ........................................ 11 第 2 章 基礎理論概述 ....................................12 2.1 核心概念 ........................................ 12 2.1.1 薪酬 ....................................... 12 2.1.2 基本工資 ................................... 13 2.1.3 績效工資 ................................... 13 2.1.4 醫院績效工資 ............................... 14 2.2 崗位評價的相關理論 .............................. 14 2.2.1 崗位分析 ................................... 14 2.2.2 崗位評價 ................................... 15 2.2.3 崗位管理 ................................... 15 2.3 績效工資分配的相關理論 .......................... 16 2.3.1 按勞分配理論 ............................... 16V 2.3.2 公平理論 ................................... 16 2.3.3 分享經濟理論 ............................... 17 2.3.4 整體薪酬理論 ............................... 17 第 3 章 L 醫院績效工資分配方案的現狀和分析...............19 3.1 L 醫院的基本狀況................................. 19 3.2 L 醫院組織機構設置............................... 19 3.2.1 L 醫院科室設置及人員分布情況 ................ 19 3.2.2 L 醫院領導班子分工.......................... 21 3.3 L 醫院績效工資分配方案的現狀..................... 23 3.3.1 L 醫院原方案調研............................ 23 3.3.2 L 醫院原分配方案的核算方法 .................. 24 3.4 L 醫院績效工資分配方案存在的問題及分析 ........... 26 3.4.1 L 醫院績效工資方案存在的問題 ................ 26 3.4.2 L 醫院績效工資方案的問題分析 ................ 28 第 4 章 L 醫院績效工資分配的優化方案.....................30 4.1 L 醫院績效工資分配方案優化的目標和原則 ........... 30 4.1.1 L 醫院績效工資的優化的目標 .................. 30 4.1.2 L 醫院績效工資的優化原則.................... 31 4.2 制定 L 醫院崗位評價方案 .......................... 33 4.2.1 設計 L 醫院崗位評價表 ....................... 33 4.2.2 組織崗位價值測評 ........................... 38 4.2.3 確定 L 醫院各部門崗位系數 ................... 39VI 4.2.4 崗位評價方案的可行性與合理性 ............... 39 4.3 L 醫院績效工資優化方案的結構設計 ................. 39 4.3.1 確定績效工資總額占比 ....................... 39 4.3.2 制定定崗定編方案 ........................... 41 4.3.3 以工作量為核算單位的部門核算方法 ........... 42 4.3.4 以崗位系數核算的部門核算方法 ............... 44 4.3.5 制定科室二次分配指導意見 ................... 44 第 5 章 L 醫院實施績效工資優化方案的保障措施.............46 5.1 院領導應高度重視績效工資分配方案的優化工作 ...... 46 5.2 加強績效工資優化方案的相關培訓 .................. 46 5.3 不斷完善醫院的信息系統 .......................... 46 5.4 績效工資優化方案需要不斷完善 .................... 47 第 6 章 研究結論與展望 ..................................48 6.1 研究總結 ........................................ 48 6.2 研究不足與展望 .................................. 48
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