医疗卫生人员的工作满意度现况调查和比较研究

目的描述不同机构医疗卫生人员工作满意度现状及其差异。方法结构问卷调查,样本机构是上海市某区所有卫生机构、医院和社区卫生服务中心,抽样方法为20%比例系统抽样,计划调查1 047人,实际回收问卷937份,问卷回收率为89.5%。调查内容为人际关系、工作前景、工作条件、医院管理、相对报酬、工作压力、工作强度、社会地位和职业风险。采用因子分析和百分折算法进行数据分析。结果医疗卫生人员对人际关系满意程度最高,为88分;对相对报酬满意程度最低,为60分。这个结果在3类机构之间有一致性。此外,医院医疗卫生人员对各方面的满意程度明显低于社区卫生服务中心和卫生机构,尤其是社会地位。结论应当全面提高医疗卫生人员的薪酬待遇,同时改善医院医疗卫生人员的社会地位。     

医院职工对医疗及护理质量的评价

目的:通过分析职工对所在医院医疗及护理质量的评价,探讨影响医疗和医护服务质量的因素.方法:问卷调查,问卷采用6点分法,依次为"很(好,满意,高)、(好,满意,高)、较(好,满意,高)、一般、较差、差",并依据答案进行计分.问卷内容包括:医务人员的基本情况、工作满意度等相关项目.结果:表明影响医疗质量的相关因素依次为医生技术、医护质量、医院社会效益、医院服务态度、医院经济、个人建议采纳、个人福利、工作心情、个人才能发挥;影响医护质量的相关因素依次为医院服务态度、医生技术、学科建设、人才培养、个人才能发挥、个人福利、工龄、医院经济收入、职称等方面,医疗质量满意度的分析表明职业对其有影响.结论:提高医生技术在加强医疗质量和医护质量中起着非常重要的作用.     

综合服务满意度调查方法及内容的研究

医院实行综合服务满意度调查，旨在对医疗服务过程进行跟踪监测，通过调查、分析、整改、督查、落实这５个环节，对影响服务质量的不利因素做好控制。从而加强医院管理，全面提高医疗服务质量。武汉市儿童医院结合近年来综合服务满意度调查的实际情况，将１９９６年以来的调查结果作为依据，阐明了调查的对象、方法、内容以及影响服务质量的主导因素，论述了调查工作必须适应医疗卫生服务不断改善的发展趋势，改进与完善调查方法，加     

医院病人满意度调查分析与改进

目的从不同角度探讨医院病人满意度,为医院管理决策提供依据,改进医务人员的服务态度,提高医院的医疗服务水平,增加社会对医院的监督功能。方法医院聘请第三方专业调查人员,将纸质问卷调查表随机发放给病人,由病人逐项填写,回收后将调查表内容汇总。结果以病人回答项目超过80%为有效,获有效问卷1380份,平均满意度为88.71%。结论基层医院应改善就医环境,减少服务流程,加强医务人员培养,提高医务人员服务质量,进而提高基层医疗卫生机构的服务质量和技术水平。     

医院门诊患者满意度调查分析及对策

目的通过了解门诊病人对门诊就诊的满意情况,找出门诊服务的缺陷,分析原因,制定并落实改进对策,进一步提高门诊服务质量和病人满意度。方法根据医院情况设置门诊满意度调查表,调查我院就诊门诊病人离开时的满意度。结果共发放、回收2 280份调查问卷,绝大多数病人对我院的门诊服务质量是满意的,有待提高的方面主要是等候时间过长、窗口科室的服务态度和预约诊疗工作。结论医院要根据门诊病人满意度的各种影响因素,有针对性地加强管理,优化流程,提高门诊医疗服务质量。     

医院服务质量管理

提高医院服务质量是新形势下加强医院内涵建设,提高医院竞争力的有效方法。通过阐述与运用服务质量与顾客满意的管理理念和原则,对医院医疗服务质量概念、提高医院服务质量认识以及将服务质量作为医院质量发展战略等内容进行了探讨。     

727例住院病人对二级医院满意度的调查分析

目的：分析727例住院病人对医院各方面工作的满意度,采取对策以提高医院服务质量。方法：2012年12月16日至2013年12月15日采取方便抽样方法选择本院9个病区727例住院病人进行问卷调查,调查内容为对医院各方面工作的满意度,其中包括医疗、护理工作的业务水平、服务质量及功能检查科室的服务质量、病区环境等13个条目。结果：住院病人对医院工作的13项满意度中12项达标满意度≥90%,其中护士为您做治疗时的技术水平及您对医生的医疗技术满意度为99%;1项未达标满意度〈90%,为您对医院的卫生满意程度,满意度为86.1%。结论：根据问卷调查结果对医院工作薄弱环节进行整改,提高医院服务质量,有利于建立和谐的医患关系,促进病人满意度的提高。     

以服务为导向临床科室绩效考核与薪酬分配制度设计

公立医院科室的薪酬分配及绩效考核工作是加强医疗质量安全和经济运行监管、完善满意度工作、转变公立医院管理机制的一项重要工作。从医院管理者的立场出发,提出了以服务为导向的公立医院薪酬分配及绩效考核的重点内容和思路设计,宏观统筹服务效率、服务质量、服务态度、成本控制、科研教学可持续发展等因素,系统化建构新医改大背景下院科两级的薪酬分配新模式,期望在现有大环境下医务人员、医院管理者、社会等多方达到共赢的稳态发展状态。     

山东省基层医疗卫生机构人员满意度调查研究

[目的]了解山东省基层医疗卫生机构人员满意度。[方法]采用问卷调查,对基层医疗卫生机构人员进行调查,共调查社区卫生服务中心71人,乡镇卫生院276人。[结果]基层医疗卫生机构人员不满意比例较高的是培训机会和晋升标准,对于医院的设备条件满意度较高。[结论]相关部门应当加强和改善基层医疗卫生机构人员的激励因素,提高基层医疗卫生机构人员的满意度。     

医疗卫生机构员工工作满意度的研究进展（综述）

近年来,提升医疗卫生机构人员的工作满意度是医院综合改革的一项基本目标,是医疗卫生管理部门的重要课题之一,也是实施持续改善医疗服务行动计划的出发点和落脚点。作者通过大量阅读国内外学者关于医疗卫生机构员工的工作满意度相关文献资料,梳理了工作满意度的定义、核心要素、重要性,从薪酬福利待遇、组织文化认可与支持、工作量和工作压力、工作发挥自主性、成长发展机会和成就感、工作家庭生活平衡等六个方面影响因素进行医疗卫生机构员工工作满意度的综述分析,为未来医疗卫生机构工作满意度制定适宜的激励机制和相关政策提供借鉴。     

Customer convergence: patients, physicians, and employees share in the experience and evaluation of healthcare quality

This article explores the interrelationships between three categories of service quality in healthcare delivery organizations: patient, employee, and physician satisfaction. Using the largest and most representative national databases available, the study compares the evaluations of hospital care by more than 2 million patients, 150,000 employees, and 40,000 physicians. The results confirm the relationship connecting employees' satisfaction and loyalty to their patients' satisfaction and loyalty. Patients' satisfaction and loyalty were also strongly associated with medical staff physicians' evaluations of overall satisfaction and loyalty to the hospital. Similarly, hospital employees' satisfaction and loyalty were related to the medical staff physicians' satisfaction with and loyalty to the hospital. Based upon the strength of the interrelationships, individual measures and subscales can serve as leverage points for improving linked outcomes. Patients, physicians, and employees, the three co-creators of health, agree on the evaluation of the quality of that service experience. The results demonstrate that promoting patient-centeredness, enhancing medical staff relations, and improving the satisfaction and loyalty of employees are not necessarily three separate activities in competition for hospital resources and marketing leadership attention.     

Customer Convergence

This article explores the interrelationships between three categories of service quality in healthcare delivery organizations: patient, employee, and physician satisfaction. Using the largest and most representative national databases available, the study compares the evaluations of hospital care by more than 2 million patients, 150,000 employees, and 40,000 physicians. The results confirm the relationship connecting employees' satisfaction and loyalty to their patients' satisfaction and loyalty. Patients' satisfaction and loyalty were also strongly associated with medical staff physicians' evaluations of overall satisfaction and loyalty to the hospital. Similarly, hospital employees' satisfaction and loyalty were related to the medical staff physicians' satisfaction with and loyalty to the hospital. Based upon the strength of the interrelationships, individual measures and subscales can serve as leverage points for improving linked outcomes. Patients, physicians, and employees, the three co—creators of health, agree on the evaluation of the quality of that service experience. The results demonstrate that promoting patient—centeredness, enhancing medical staff relations, and improving the satisfaction and loyalty of employees are not necessarily three separate activities in competition for hospital resources and marketing leadership attention.     

Coaching the new central service employee to success

Many benefits can be reaped by the central service department that provides an effective coaching program for new employees. A smooth transition into the department will increase new employee satisfaction and, in the long term, should have a positive impact on employee retention. In addition, well-trained employees project a positive image of your department and increase department productivity. Experienced central service personnel possess extensive knowledge and skill and when they coach, they are excellent resources for new employees. An additional benefit is that coaches experience greater job satisfaction and feel like a valuable part of the team. By utilizing the coaching process, coaches can ensure that new employees become effectively oriented to central service and satisfied, productive members of your department.     

An examination of employer-provided benefits in the health care industry

Organizations that depend on a highly-skilled, stable workforce must be attuned to the needs of their employees and provide adequate compensation and benefits that enhance job satisfaction and lessen job mobility. Hospitals, like other organizations that compete for hard-to-find workers, use both traditional and non-traditional benefits to attract and keep skilled employees. This nationwide survey of hospital human resource managers assesses the types of benefits offered to health care workers and gauges the perceived impact of those benefits on job satisfaction and employee retention. Survey findings reveal that certain basic benefits, such as health insurance, are provided to all hospital employees. Other benefits, such as signing bonuses and reimbursement of relocation costs, are used as inducements to attract individuals in hard-to-fill job categories.     

科室主任领导行为与职工满意度的相关性研究

本研究采用医院领导行为能力量表(PM量表),调查临床科主任的领导行为能力,采用明尼苏达满意度短式量表( MSQ)来调查科室职工的满意度.结果显示:PM型、P型临床科主任管理的职工的工作满意度明显高于M、pm型(p＜0.05).工作满意度与P值、工作激励、待遇满意度、医院保健、集体精神、会议成效、信息沟通、绩效规范呈显著正相关,与心理保健呈显著负相关( P＜0.05).待遇满意度对对外满意度和一般满意度影响最大,P值对内在满意度的影响大于其它因素(P＜0.01).因此,改善科主任的领导行为,有助于提高职工工作的满意度,从而调动职工的工作积极性.     

Selection from fixed term to permanent employment: prospective study on health,job satisfaction,and behavioural risks

STUDY OBJECTIVE: To examine health, job satisfaction, and behavioural risks as antecedents of selection from fixed term to permanent employment. DESIGN: Prospective cohort study of change in employment contract during a two year period. Self reported health, recorded sickness absence, job satisfaction, behavioural risks, demographics, and occupational characteristics were assessed at baseline. SETTING: Hospital staff in two Finnish hospital districts. PARTICIPANTS: A cohort of 526 hospital employees (54 men, 472 women) aged 20 to 58 years with a fixed term job contract at baseline. Main results: During the follow up period, 137 became permanently employed. Men, employees in higher positions, full time workers, and those with five to eight years in the employ of the hospital were more likely to become permanently employed. After adjusting for these factors, obtaining a permanent job contract was predicted by self rated good health (odds ratio (OR) 3.90; 95% confidence intervals (CI) 1.34 to 11.36), non-caseness of psychological distress (OR 1.80; 95% CI 1.01 to 3.20), high job satisfaction (OR 1.86; CI 1.17 to 2.94), and non-sedentary life style (OR 2.64; CI 1.29 to 5.41), compared with the rest of the cohort. CONCLUSIONS: Investigation of fixed term employees yields new information about selective mechanisms in employment mobility. Good health seems to promote the chances for a fixed term employee to reach a better labour market status. These results correspond to earlier research on selective mechanisms in other forms of employment mobility and provide a partial explanation for the socioeconomic gradient of health.     

Understanding Employee Awareness of Health Care Quality Information: How Can Employers Benefit?

Objective. To analyze the factors associated with employee awareness of employer-disseminated quality information on providers.
Data Sources. Primary data were collected in 2002 on a stratified, random sample of 1,365 employees in 16 firms that are members of the Buyers Health Care Action Group (BHCAG) located in the Minneapolis–St. Paul region. An employer survey was also conducted to assess how employers communicated the quality information to employees.
Study Design. In 2001, BHCAG sponsored two programs for reporting provider quality. We specify employee awareness of the quality information to depend on factors that influence the benefits and costs of search. Factors influencing the benefits include age, sex, provider satisfaction, health status, job tenure, and Twin Cities tenure. Factors influencing search costs include employee income, education, and employer communication strategies. We estimate the model using bivariate probit analysis.
Data Collection. Employee data were collected by phone survey.
Principal Findings. Overall, the level of quality information awareness is low. However, employer communication strategies such as distributing booklets to all employees or making them available on request have a large effect on the probability of quality information awareness. Employee education and utilization of providers' services are also positively related to awareness.
Conclusions. This study is one of the first to investigate employee awareness of provider quality information. Given the direct implications for medical outcomes, one might anticipate higher rates of awareness regarding provider quality, relative to plan quality. However, we do not find empirical evidence to support this assertion.     

重庆市民营医院员工工作满意度情况及影响因素分析

目的 了解重庆市民营医院员工对自己所在医院的满意度现状及影响因素,分析员工的工作评价与诉求,针对人力资本方面,为提升医院的竞争实力提供参考。方法 采用自行设计的问卷,对重庆市主城区6家民营医院员工进行现场调查,运用SPSS19.0统计软件对调查结果进行分析。结果 有序多分类Logistic回归分析结果显示,男性（P = 0.029,OR = 0.787)和年龄中的40～60岁（P = 0.021,OR = 0.352)是员工满意度的危险因素;学历本科（P = 0.008,OR = 2.134)、职称医师（P = 0.030,OR = 1.514)、工作年限≤3年（P = 0.035,OR = 1.565)、3～5年(P = 0.001,OR = 2.125)、5～10年(P = 0.020,OR = 1.632)是员工满意度的保护因素。讨论 民营医院员工受内外环境因素的限制,满意度水平不高。民营医院作为医疗市场不可或缺的一方,应对其员工需求给予足够重视。     

医学工程人员培训及工作满意度现状分析

目的对医学工程人员的基本情况、培训情况、培训需要以及工作满意度情况调查,为医学工程人员的继续教育和管理提供建议。方珐取武汉三级医院8家、二级医院2家,在每家医院的医学工程部门中随机抽取15名进行问卷调查。结果调查医学工程人员138名,大专及以下学历占47．9％;97．8％的医学工程人员愿意接受在职教育和培训;对职称、收入、在医院的地位、晋升机会满意的比例为17．4％、13．1％、15.2％、19．6％。结论医学工程人员整体学历偏低：医学工程人员培训需求较大：医学工程人员对职称、收入、在医院的地位、晋升机会、在职教育和培训的机会等满意度均较低。医院应建立科学的职业晋升制度、激励制度、培训方案,同时鼓励医学工程人员积极参加培训。     

Influence of job characteristics and organizational commitment on job satisfaction of hospital foodservice employees

The purpose of this study was to determine the relationships among job characteristics, organizational commitment, job satisfaction, and demographic variables for hospital foodservice employees. Questionnaires including 30 items on job characteristics, 15 items on organizational commitment, 6 items related to job satisfaction, and 7 demographic items were administered to 45 supervisory and 172 nonsupervisory employees of 11 randomly selected hospitals. The reliability for the total instruments, using Cronbach's alpha, was 0.87 and 0.89, respectively, for the supervisory and nonsupervisory employee questionnaires. Organizational commitment and job satisfaction were related positively, with an r2 of 0.38. For supervisors, job characteristics related positively (p = .019) to organizational commitment, with variety being the only significant individual characteristic. For nonsupervisory employees, the model was also significant (p = .0001), with variety and feedback being the only significant individual characteristics. For all employees, there was a positive relationship between job characteristics and job satisfaction, with variety and feedback being the significant individual characteristics. Age was the only demographic variable related to organizational commitment; older employees had higher commitment scores. Demographic variables were not related to job satisfaction. Supervisors had higher perceived variety, autonomy, feedback, dealing with others, and friendship opportunities scores and higher commitment and satisfaction scores than did nonsupervisory employees. The findings indicate that dietitians and foodservice managers may increase organizational commitment and job satisfaction by increasing the variety and feedback in employees' jobs.