医院激励员工应把握的几个要点

充分发挥医院知识型人才的价值,保障员工队伍的稳定,建立有效的激励机制,已成为现代医院人力资源管理的核心内容。本文阐述了建立医院激励机制的现实意义,分析了医院员工的特殊属性及激励的主要因素,并提出了构建医院员工激励机制的思路。     

心理契约视角下知识型员工激励的探讨

知识犁员工是医院管理的主要对象.是医院核心竞争力的源泉.医院要发展必须依靠知识型员工,传统卜的管理就是依据员工和组织之间明确的契约来完善和促进组织发展的,但足随着时间和情境的改变,传统的员T激励机制也表现出了种种的不适应,知识型员工和医院之间的关系也不可能全部通过正式的契约加以明确规范.本文从知识型员工心理契约结构特性与知识员工的特点出发,探讨对知识员工的激励.     

浅析现代医院知识型人才的激励机制

本文就现代医院中知识型人才的特点，阐述了激励机制的重要作用，并通过分析提出了激励机制在现代医院中应对知识型人才-医疗人才实现的基本目标，以促进医院可行性发展的实现。     

激励机制在医院管理中存在的问题与对策

通过调查发现某医院激励机制对调动员工积极性有一定作用,但薪金和绩效考核制度不完善,影响了员工的工作动力。医院管理者应充分认识到薪酬奖金对调动员工积极性的动力作用,不断完善绩效考核机制。与此同时,也要看到员工中不同群体需求之间的差异对其激励作用的影响,坚持以人为本,使医院的激励机制在医院管理中发挥应有的作用。     

浅谈医院知识型员工激励方案

随着社会的发展,医疗卫生事业改革不断地深入,知识已成为价值创造的基础。在知识经济中需要知识与智力的支撑,掌握知识和技能的人才在知识经济中成为关系到事业成败的战略资源。医院是知识密集型组织,人才相对集中,人员的专业技术水平要求相对较高。随着卫生资源市场竞争的白热化,在获得医院核心竞争力的诸多要素中,人才是竞争的最为关键的因素。许多医院出现了由于核心人力资本流失导致竞争力递减的危机。医院竞争的焦点己从"服务竞争"转向"人才竞争"。鉴于此,本研究对如何建立医院知识型员工的激励机制,从而使知识型员工更好地服务组织,使组织和员工共同发展进行了探讨。     

浅谈如何构建医院员工的激励机制

医疗市场竞争日益激烈,充分调动医院员工的工作积极性是提高医院竞争力的重要条件,也是国家医改的重要举措。调动医院员工工作积极性需要采用多种不同的激励机制,要在满足员工物质需求的同时,多方面满足他们的社会需求和精神需求,才能调动其工作积极性,使其发挥潜能,提高工作效率,更好地服务群众。     

试论医院构建科学激励机制的策略

医院是知识密集型的服务组织，其管理的核心问题是人的管理，能否充分调动员工的积极性和创造性，直接关系到组织目标的实现。通过分析医院的人力资源构成和员工的需求特征，结合当前我国社会经济发展水平，以现代激励理论为基础，提出了医院建立科学激励机制的策略。     

医院知识型员工的特点及心理契约管理

医院是知识型员工高度聚集的组织。知识型员工作为一类特殊的群体，在个人特质、心理需要及价值观念等方面表现特殊并具有独特的需要。研究医院知识型员工的特殊需要，并运用心理契约来设法满足这些需要，则会调动其积极性，激发其创造力，使医院赢得竞争优势。     

改变知识型员工管理模式提高生物制品GMP管理

生物制品GMP管理是对生产全过程的质量管理，其中，生产者在生产过程中的作用尤为重要。通过对知识型员工的特点分析，笔者提出各级管理部门可以通过满足员工需求来引导其行为，加强对知识型员工的管理，从而提高生物制品的GMP管理。     

激励机制在医院人力资源管理中的建立和应用

通过分析目前公立医院存在的主要问题,本文初步设计了公立医院的激励机制,指出医院要实施人性化激励机制,建立合理的人才队伍,重视大多数员工需求,注重个体差别,合理组合运用物质激励和精神激励.     

Identifying nurses' rewards: a qualitative categorization study in Belgium

Background  

Rewards are important in attracting, motivating and retaining the most qualified employees, and nurses are no exception to this rule. This makes the establishment of an efficient reward system for nurses a true challenge for every hospital manager. A reward does not necessarily have a financial connotation: non-financial rewards may matter too, or may even be more important. Therefore, the present study examines nurses' reward perceptions, in order to identify potential reward options.     

中国医院管理调查中人才管理的现状分析

目的了解中国医院人才管理现状、存在的主要问题,分析其原因,并提出对策建议。方法采用世界管理调查方法和问卷,通过电话对医护人员进行访谈。结果中国医院人才管理得分较低,主要表现在调离表现欠佳的员工和挽留员工方面。中国医院在招聘编制内人才方面仍然面临着较大的约束。结论中国医院在人才管理方面仍然存在较大的进步空间,医院在人才招聘、调离和激励方面需要有更大的自主权才能够更好的吸引和留住人才。建立能够综合反映医院人才管理客观实践和员工主观感受的指标体系能够帮助医院发现自身不足,更好地提升自身管理水平。     

Learn what motivates your employees: look to yourself

Supervisors and managers tend to behave as though they are responsive to somewhat different motivating forces than their employees. However, employees at all levels are basically similar in terms of what they want to obtain from work. While drives vary in intensity from person to person, the basic motivating forces remain the same. Essentially it is not possible to "motivate" another as such; it is possible only to create the conditions under which another can become self-motivated. The supervisor must appreciate the key principles of motivation, including the relationship between repetition and reinforcement and the importance of timely feedback. Also, the supervisor must learn what his or her legitimate role is concerning the fulfillment of employee needs. Successful supervisors will be those who are sensitive to their own needs and desires, credit their employees with the same or similar needs and desires, and treat employees in the manner in which they would like to be treated by higher management.     

Motivating your employees and yourself: how different is the manager from the staff?

Managers often tend to behave as though they are responsive to different motivating forces than their employees. However, employees at all levels are much alike in terms of what they wish to obtain from their work. There are drives that vary in intensity from person to person, but the basic motivating forces remain the same. Essentially, it is not possible to "motivate" another person as such; it is possible only to create the conditions under which the individual can become self-motivated. The manager must appreciate the key principles of motivation, including the relationship between repetition and reinforcement and the importance of timely feedback. Also, the manager must learn what his or her legitimate role is concerning the fulfillment of employee needs. Successful managers will be those who are sensitive to their own needs and desires, credit their employees with the same or similar needs and desires, and treat employees in the manner in which they would like to be treated by higher management.     

Reducing nurse aide turnover through the use of weighted applications blank procedure

High turnover rates among hospital nurses demand rigorous and valid processes of research to determine the reasons motivating such attrition. This study was designed to determine whether use of a weighted application blank has the potential to improve the selection of employees in the nursing home industry. The use of weighted application blanks is, in essence, a proactive approach to reducing turnover. The initial results exhibit great potential to reduce high levels of turnover by reducing the number of poor candidates selected for employment.     

Prevalence of positive tuberculin skin reactions in a two-step testing program at a tertiary-care center in eastern North Carolina.

The results of performing two-step tuberculin skin testing of healthcare workers at a hospital in eastern North Carolina in 1997 and 1998 were reviewed. Of 1,248 new employees, approximately 500 required two-step testing, which identified only 5 new employees who might have been falsely labeled as converters during the subsequent year's surveillance testing.     

满意度调查设计与服务质量评价

我院的“客户满意度调查”是通过对患者及员工的问卷调查,客观评价医院医疗技术、服务质量和管理水平的重要方法。我院先后于2004年、2005年及2006年在全院开展了三次大规模的“客户满意度调查”工作,每次对门/急诊患者、住院患者和内部职工大约1700人次进行问卷调查。调查结果不仅为医院的工作提供了客观、实用有效的量化指标,同时也反映出了医院工作中存在的一些亟待解决的问题,为改进医院工作指明了方向。     

基于员工调查的深圳市罗湖医院集团化改革的成效初探

目的:研究员工对深圳市罗湖医院集团化改革后的初步评价。方法:采用问卷调查法,对罗湖区医疗集团内的3家区属医院和23家社康管理中心的员工进行调查。结果:共发放问卷480份,回收有效问卷412份,有效回收率为85.83%。37.21%的医生表示下社康管理中心出诊很有动力或非常有动力;75.38%的员工感受到集团化改革近两年来医院发生"较明显"或"非常明显"的变化;员工对于工作本身、人际关系和医院发展的满意度评分均值均在4.20分以上,且一致性较高。结论:被调查员工对改革初期的评价总体较积极。集团建设运营近两年来,附设医疗机构的总体发展呈上行态势,集团内纵向联合局面有所显现,二级及以上医院医生下社区意愿增强,尤其体现在内科、中医科等。集团不断引导各附设医院错位布局,协同发展,带动集团整体提升。各医院员工对集团的未来发展有所期待,希望集团能协调好各方利益,兑现承诺。     

Annual tuberculin skin testing of employees at a university hospital: a cost-benefit analysis

The usefulness of routine annual tuberculin skin testing (purified protein derivative [PPD]) of hospital employees has been questioned. Between 1984 and the end of 1987 the PPD conversion rates of hospital employees at a university and psychiatric hospital in North Florida were compared. The number of employees in both hospitals were almost equal and compliance with the annual testing was more than 95%. In the psychiatric hospital tuberculosis screening of patients was practiced on admission and annually thereafter. Although no unsuspected smear-positive tuberculosis patients were diagnosed in the psychiatric hospital as compared to four in the university hospital, the annual conversion rates of employees were 0.42% and 0.13%, respectively (p greater than 0.001). However, the ratios of these conversion rates to the incidence of tuberculosis in the counties where these hospitals are located respectively were similar (20.0 vs 24.3, p = 0.7). The community seems be the major source of the PPD conversion. At the university hospital more than +70,000 was spent on the annual PPD testing to discover 15 converters; nine had no or minimal contact with patients and only two complied with isoniazid (INH) prophylaxis. Annual PPD testing is not cost effective in hospitals with a low annual conversion rate among its employees and with low tuberculosis case rates in the hospital and the surrounding community.     

Trends in hospital unionization and a predictive model for unionizing success

Between 1976 and 1980, the average annual increase in hospital expenses was 12.7%. Wages for employees accounted for approximately one-half of this increase. Because employee wages have such a great effect on hospital costs, it is important to study those factors that could curtail management's control over these expenses. One such factor is the establishment of labor unions. This study outlines the structural factors that encourage union activity, as well as the factors that contribute to its success. Variables studied include: the types of employees in the bargaining unit; the total number of employees in the bargaining unit; the number of hospitals in the same city; the control of the hospital and the presence of a profit motive; the number of beds in the hospital; the occupancy level of the hospital; and the region of the country in which the hospital is located.