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目的:适应卫生体制改革,健全和完善医院内部竞争激励机制,落实评聘分开基本要求,建立能上能下、优胜劣汰的用人机制。做法制定政策确定标准、加强领导健全组织、量化考评标准、明确考核程序、加强聘后管理。结果:自2009年下半年至2011年下半年,共进行聘任考核5次,部分人员延迟聘任,原因包括整体分数不达标、三基考试不合格等。对未聘人员分别采取了高职低聘、离岗培训或警示谈话。体会:该管理成为全面加强医院管理的有力抓手,实现了医务人员从身份管理向岗位管理的转变,调动积极性,发挥人员潜力;该管理必须遵循以人为本的原则、公开公平公正的原则、可操作性强的原则;该管理需改进的方面包括细化岗位、分层管理等。
Objective: To adapt to the reform of the health system, improve and perfect the internal competition and incentive mechanism in hospitals, implement the basic requirements of separation of appraisal and appointment, and establish a employment mechanism that can work well and survive. Practices to formulate policies to determine the standard, strengthen leadership and improve the organization, quantify the evaluation criteria, a clear assessment procedures, and strengthen post-employment management. Results: From the second half of 2009 to the second half of 2011, a total of five appointment appraisals were held and some of the staff members delayed the appointment due to non-compliance of the overall scores and unqualified three-based examinations. On the non-hired staff were employed in the lower vocational hiring, leave training or warning talk. Realization: This management has become a powerful starting point for comprehensively strengthening hospital management, realizing the transformation from identity management to position management, mobilizing the enthusiasm and exerting the potentials of staffs. This management must follow the principle of putting people first, open and fair, and be operable The principle of strengthening the management needs to be improved, including detailed positions, hierarchical management.