本文選題：公立醫(yī)院 + 薪酬��； 參考：《安徽醫(yī)科大學(xué)》2017年碩士論文

【摘要】：目的:本研究針對(duì)安徽省公立醫(yī)院薪酬制度現(xiàn)狀,從政策分析入手,分別回顧國(guó)家和安徽省公立醫(yī)院薪酬制度的發(fā)展變遷。以安徽省A醫(yī)院為實(shí)證研究的樣本醫(yī)院,了解當(dāng)前薪酬制度的實(shí)施進(jìn)展和公立醫(yī)院醫(yī)務(wù)人員的薪酬現(xiàn)狀,結(jié)合對(duì)樣本醫(yī)院的薪酬舉措及成效的評(píng)價(jià)分析,發(fā)掘現(xiàn)行公立醫(yī)院薪酬制度存在的問題。探討當(dāng)前公立醫(yī)院薪酬制度改革的關(guān)鍵點(diǎn),以期為政府和醫(yī)院完善公立醫(yī)院薪酬制度提供參考。方法:通過政府網(wǎng)站及文獻(xiàn)資料整理,梳理國(guó)家及安徽省有關(guān)公立醫(yī)院薪酬方面的要求與舉措并進(jìn)行政策分析。對(duì)樣本醫(yī)院進(jìn)行現(xiàn)場(chǎng)調(diào)查和質(zhì)性訪談,具體調(diào)查內(nèi)容包括醫(yī)務(wù)人員薪酬滿意度、薪酬公平感和薪酬期望等方面。利用描述性分析、方差分析和線性回歸等統(tǒng)計(jì)學(xué)方法,進(jìn)行薪酬滿意度相關(guān)影響因素及薪酬公平感相關(guān)影響因素分析。最后以政策分析結(jié)果為導(dǎo)向,評(píng)價(jià)分析現(xiàn)行薪酬制度的問題和成效,結(jié)合實(shí)際提出對(duì)策建議。結(jié)果:(1)政策分析結(jié)果顯示,2009年至今有關(guān)公立醫(yī)院薪酬制度改革的政策文件發(fā)布數(shù)量呈現(xiàn)先上升后下降再回升的趨勢(shì),整體變動(dòng)幅度不大,改革核心目標(biāo)是建立符合行業(yè)特點(diǎn)的薪酬制度,具體包括完善公立醫(yī)院管理體制;優(yōu)化薪酬結(jié)構(gòu);合理確定薪酬水平和落實(shí)分配自主權(quán)等多項(xiàng)措施要求。(2)安徽省12家樣本公立醫(yī)院薪酬數(shù)據(jù)顯示,總體工資福利結(jié)構(gòu)為基本工資15.54%,績(jī)效獎(jiǎng)金45.54%,津補(bǔ)貼12.31%,福利支出26.62%,基本呈現(xiàn)以績(jī)效獎(jiǎng)金為主的工資福利結(jié)構(gòu);2013-2015年,人員支出占業(yè)務(wù)支出比重逐年小幅度增長(zhǎng),2015年增長(zhǎng)較快,省級(jí)醫(yī)院該比例較市級(jí)略低。(3)A醫(yī)院醫(yī)務(wù)人員總體薪酬滿意度得分為2.145±0.663分,其中,薪酬結(jié)構(gòu)/管理維度得分最高(2.232±0.748分),薪酬提升維度得分最低(2.036±0.705分)。薪酬滿意度的影響因素包括過去一年平均薪酬變化、每周工作時(shí)間是否超過44個(gè)小時(shí)、有無行政職務(wù)和學(xué)歷。(4)A醫(yī)院薪酬公平感得分為2.509±0.757分,其中,分配公平、程序公平和互動(dòng)公平得分分別是2.209±0.779分、2.439±0.840分、2.880±0.920分。薪酬公平感的影響因素有過去一年的平均薪酬變化、每周工作時(shí)間是否超過44個(gè)小時(shí)、性別和學(xué)歷。(5)A醫(yī)院薪酬期望調(diào)查中,34%的調(diào)查對(duì)象月期望薪酬在8001-12000元,25%的調(diào)查對(duì)象月期望薪酬在4000-8000元。(6)A醫(yī)院評(píng)價(jià)分析結(jié)果顯示,薪酬制度的目標(biāo)與國(guó)家和安徽省文件改革精神相符,改革各項(xiàng)保障措施較為全面,但是改革成效在主客觀層面有待提高。結(jié)論:為了優(yōu)化公立醫(yī)院薪酬制度,建議細(xì)化政策條文并完善政策信息公開渠道,建立良好的政策支持環(huán)境,醫(yī)院主要負(fù)責(zé)人要調(diào)整固有思維,突破事業(yè)單位的限制,加快建立醫(yī)院層面和醫(yī)務(wù)人員群體層面的動(dòng)態(tài)調(diào)整的薪酬制度以適應(yīng)時(shí)代發(fā)展,并探索建立醫(yī)院內(nèi)部薪酬信息溝通與傳播平臺(tái),同時(shí)加強(qiáng)對(duì)公立醫(yī)院、主要負(fù)責(zé)人和醫(yī)務(wù)人員三方的考核評(píng)價(jià)體系,多部門聯(lián)合監(jiān)督確保薪酬改革的順利推進(jìn)。
[Abstract]:Objective: This study aims at the status of the salary system of public hospitals in Anhui province. Starting with the policy analysis, this study reviews the development and changes of the salary system in the state and Anhui public hospitals. It takes the sample hospital of the A hospital in Anhui Province as an empirical study to understand the progress of the implementation of the current salary system and the status of the salary of the medical staff in the public hospitals. In order to provide reference for the government and hospital to improve the salary system of public hospitals, the key points of the current salary system reform in public hospitals are discussed in order to provide reference for the government and hospitals to improve the salary system in public hospitals. The requirements and measures of the salary of Guan Gong Li hospital and the policy analysis are carried out. The field investigation and qualitative interview are carried out on the sample hospital. The specific investigation includes the satisfaction of the medical staff, the fair sense of salary and the expectation of salary. The compensation satisfaction is carried out by descriptive analysis, variance analysis and linear regression. Analysis of related factors and related factors of compensation equity. Finally, based on the result of policy analysis, the problems and results of the current salary system are evaluated and analyzed. The results are as follows: (1) the result of policy analysis shows that the number of policy documents published on the reform of the public medical hospital salary system from 2009 to now shows the first. The trend of the rising decline and re recovery is small. The core goal of the reform is to establish a salary system that is in line with the characteristics of the industry, including the improvement of the management system of the public hospital, the optimization of the salary structure, the reasonable determination of the salary level and the implementation of the distribution autonomy. (2) the salary data of 12 sample public hospitals in Anhui province. It shows that the overall wage welfare structure is 15.54% of the basic wage, 45.54% for performance bonus, 12.31% for Tianjin and 26.62% for the welfare expenditure, which basically presents the salary and welfare structure based on performance bonus; in the 2013-2015 year, the proportion of personnel expenditure accounts for a small increase in the proportion of business expenditure year by year. In 2015, the proportion of provincial hospitals is slightly lower than that of the municipal level. (3) A hospital The total salary satisfaction score of medical staff was 2.145 + 0.663 points, of which the score of salary structure / management dimension was the highest (2.232 + 0.748), and the score of salary promotion dimension was the lowest (2.036 + 0.705). The factors affecting the salary satisfaction include the change of average salary in the past year, whether the work time is more than 44 hours per week, and there are no administrative posts or not. (4) the score of salary fairness in A hospital was 2.509 + 0.757 points. Among them, the scores of distribution fairness, procedural fairness and interactive fairness were 2.209 + 0.779, 2.439 + 0.840, 2.880 + 0.920. The factors affecting the sense of equity were the change of average salary in the past year, whether the working hours were more than 44 hours per week, sex and education. (5) (5) medical treatment. In the survey of salary expectation of the hospital, 34% of the respondents expected a monthly salary of 8001-12000 yuan, and 25% of the respondents expected a monthly salary of 4000-8000 yuan. (6) the results of the A hospital evaluation showed that the target of the salary system was consistent with the national and Anhui file reform spirit, and the reform measures were more comprehensive, but the effect of the reform was in the subjective and objective level. Conclusion: in order to improve the salary system of public hospitals, it is suggested that the policy provisions should be refined and the policy information open channel is perfected and a good policy support environment is set up. The main leaders of the hospital should adjust their inherent thinking, break through the restrictions of the institutions, and speed up the establishment of the dynamic adjustment of the level of hospital level and the group of medical staff. To adapt to the development of the times, and to explore the establishment of hospital internal compensation information communication and communication platform, and to strengthen the evaluation and evaluation system of three parties of public hospitals, main heads and medical personnel, and joint supervision of multi departments to ensure the smooth promotion of salary reform.
【學(xué)位授予單位】：安徽醫(yī)科大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：R197.3

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本文編號(hào)：2005382