A Pay Satisfaction Survey In Public Hospital Of Tertiary Level

Object:1about satisfaction with the status quo of a tertiary public hospital staff performancepay distribution system, analyze the impact of a tertiary public hospital staff paysatisfaction factors come to expect of employees monetary remuneration level （withthe same industry, a job title, level or The society a crowd compare the gap betweenthe expectations of the pay-for-performance）, as well as the need to adjust theproportion of performance-based remuneration structure and post various titles or joblevel and other levels.Learn from the salary distribution theory research and lessons learned at home andabroad, according to the survey findings, suggest improvements in a tertiary publichospital performance pay system effective measures to improve employeeperformance pay satisfaction.Method:A literature review on the basis of the literature, according to equity theory and theactual situation, modify and supplement the formation of a new questionnaire.2Multistage stratified quota sampling method, hierarchical requirements of the FirstAffiliated Hospital of Shihezi University School of Medicine in2011all activeemployees, in accordance with360selected for the survey, salary satisfaction surveyand the desired degree.3Questionnaire results using SPSS18.0software for statistical analysis, according tothe nature of information, the general descriptive analysis of the satisfactionquestionnaire data, correlation analysis, regression analysis; frequency distributiondescribes the desired degree of questionnaire data.Results:The survey results show that: a tertiary public hospital staff, the overall level ofsatisfaction of the performance pay（2.720±0.398）. Regression analysis found thatmost important factor affecting employees dominant pay satisfaction（R₂=0.544,Adjusted R₂=0.538;F=88.519;P=0.000）: the dominant output, pay levels,the nature of the work, knowledge inputs; hidden output of the most important factorsto affect employees recessive pay satisfaction （R₂=0.489,AdjustedR₂=0.482;F=71.095;P=0.000）： pay levels, the organizational environment, skills invested; factors affecting individual employees overall pay satisfaction（R₂=0.560,Adjusted R₂=0.552;F=75.307;P=0.000） as pay levels, the dominant outputrecessive output the nature of the work, the organizational environment. The desireddegree questionnaire from the remuneration of the evaluation criteria, the gap betweenthe level of hospital performance pay reform recommendations.Conclusion:1The evaluation criteria of secondary distribution of pay for performance is closelyrelated to economic benefits, job category, title, position of desk work within thecurrent hospital departments. The staffs expect to improve the personal performanceevaluation, so that it can reflect the individual work value, such as workresponsibilities and risks, work intensity, complexity of work and so on. On the levelof average salary of staffs in the hospital, the proportion of performance pay in totalmonthly gross income is increasing, reflecting certain support functions gradually.The average of overall pay levels is similar with the community average, reflectingthe salary protection functions and external equity.2The overall level of pay satisfaction of hospital staff （dissatisfaction level） is low,the main factors are: input factors, environmental factors, personal contrast aboutsalary satisfaction, output factors. The more direct remuneration was （such as wages,bonuses, allowances, subsidies and other financial income） or indirect remuneration is（such as promotion, honor, vacations, training opportunities and other spiritual rewardor benefit in return）, the more pay satisfaction of employee will increased. Goodsalary management environment also can improve the level of pay satisfaction.3. Regular pay level survey, timely feedback of employee psychological expectations,follow up the changes of social and economic development level, the flexibleadjustment of individual compensation level of employees, reasonable setting of eachpart of the pay ratios or gap, and constantly develop new methods of compensationmanagement for hospital strategic objectives and employee occupation development,will help to play to motivate employee, improve employee job satisfaction andenthusiasm.