S Hospital Human Resources And Its Management Measures

Human resource is one of the most precious hospital wealth, and it is also one of the most critical and dynamic health resources. It has been estimated that human resource is the key to development of hospitals to certain degree which decides the quality of hospital service, management as well as hospital culture. Some people also think that human resources are the key factor of hospital competitiveness. Therefore, hospital human resources management has become a very important topics and research subjects to hospital.From the literature review, we have found that most of human resources management research currently focused on the macro level, which can not reflect the specific hospital circumstances, and some scholars spent most time on summary level, which lacks proof of concept. It is so significant to fully identify the hospital characteristics of human resources management, to find specific issues about hospital human resources management, to verify the authenticity of past experience, that policy-making department plans rational distribution of health personnel, enhance hospital effectiveness and integrated sustainable development.This study is to describe a more comprehensive analysis of the S hospital human resources. Then some problems are discussed. And we provide policy recommendations to decision-maker. At the same time, we also provide some specific recommendations to the hospital human resources management department.Data sources and methods: Data from the S hospital personnel database, or the form of questionnaires, using a phased stratified cluster random sampling, 279 workers on-the-job had been taken from the S hospital in 19 sections. In this study, through descriptive statistics and comparative analysis, we investigate the training condition in 2008, the flow situation and an analysis of influencing factors.The results show that: 1) Compared with other countries in the world there is still gap between the ratios of doctors and nurses, of beds and nurses. Although S hospital had exceeded the national standards there are some gaps with other countries and regions. 2) the management staff is seriously supernumerary, professional structure is irrational: At present, many hospitals are in senior management from the switch to the clinicians in management positions, and have not received the management system of professional education and training, the number of management staff access to the real degree is small, and the number of management staff is seriously Supernumerary. 3) the number of a relative shortage of nursing staff, personnel structure of the more unreasonable: the work of the task of nursing staff, a small number, in order to alleviate the shortage of nurses in the provision of pressure, the hospital had recruited a large number of temporary nursing staff, added to the first line of clinical and at the same time nursing staff the existence of a serious gender imbalance in higher education an extremely high-titles lack of nurses, aged small, inexperienced and so on.4) significantly less than the number of doctors, the lack of junior staff titles.5) the recruitment of a single channel: the current S and increased use of hospitals is more traditional recruitment practices to schools, or large-scale job fairs to recruit talent acquaintance introduced, hospitals do not pay attention to the construction site, very little information through the recruitment website. 6) too seriously candidates qualifications and expertise: S at the hospital attached great importance to the recruitment of personnel qualifications, to some extent been ignored recruits working attitude and professional ethics, such as the internal things. 7) lack of professional management, more consideration when selecting and promoting cadres is education, academic standards. 8) the annual assessment is not standardized, it is difficult to form a competitive mechanism: S the development of indicators for assessing the hospital a very non-standard, not indicators of "performance-Qin Lian and Germany to" refined to address the specific requirements of different positions and assessment standards and test results do not performance-related staff. 9) uneven distribution of training opportunities, training forms a single, specific training is not strong: training due to funding, places restrictions on staff, most of the training is the training hospital, out of learning opportunities are limited, and different groups, different levels of training opportunities for health workers not the same. Hospitals for the actual provision of training for staff and their expectations of the content of the training was very different, targeting is not strong, can not meet the health needs of the hospital. 10) to the staffing structure of the movement of younger, highly educated and also the backbone of the loss of a number of excellent technical personnel.Suggestion: 1) to break the traditional personnel management, and make sure that people-oriented. 2) the development of human resources strategic planning, strong structure to optimize health, and form a reasonable team. 3) for post analysis, be able to match the post. 4) establishment of incentive and reward and punishment systems assessment. 5) establish and improve mechanisms for personnel training. 6) to strengthen the cultivation of academic leaders. 7) the use of hierarchy of needs to meet the personalized needs of employees and stable personnel. 8) the movement to establish a rational mechanism.