Study On Human Resource Management Of Sujiatun Hospital Of Traditional Chinese Medicine In Shenyang

Human resources management (HRM) has been firstly introduced since the beginningof the20th century, and the HRM in China has already been27years. The21st century is theera of knowledge economy, and the competition between the countries in this era isfundamentally reflected in the talent competition. In recent years, with the gradual deepeningof the medical and health industry reform, the hospital, as the knowledge-intensive healthservice provider, has its development and competitive advantages depending on its levels ofhuman capital and HRM. The focuses on hospital HRM, strengthening of quality ofenterprise HRM, as well as reasonable HR allocation of enterprises will affect the overalloperating efficiency of the hospital, having profound significance in hospital’s sustainabledevelopment and enhancement of the comprehensive strength. Sujiatun Hospital ofTraditional Chinese Medicine in Shenyang is a developing hospital with unimproved HRMsystem. In recent years, the hospital has undergone a rapid development, and its newinpatient building is about to be put into use, together with the constant improvement of eachmanagement level. The way to improve its HRM system and core competitiveness in theincreasingly competitive medical market is the primary concern of hospital management.This paper briefly describes the history and development, size and departmentarrangement, hospital equipment, as well as scientific research and technology level ofSujiatun Hospital of Traditional Chinese Medicine in Shenyang. By combining with theconcept and significance of HRM, the meaning of performance appraisal and its criteria,overview of the remuneration, salary distribution and incentive functions, welfare system,staff training and development, etc., a detailed analysis was given to the HR composition,development, as well as the status of deficiency in numbers and qualities, relative lack ofhigh-level talent, increase of loss in talents with academic titles in this hospital. Thesystematic SWOT analysis was also made for the performance appraisal, salary allocation,employee benefit, as well as their training and career development in Sujiatun Hospital ofTraditional Chinese Medicine. The author then, based on the new requirements of HRM inrealization of sustainable development and proceeding from the increase in the demand fortalent after the opening of the new ward building, puts forward the scientific managementmethods in terms of the merit-based employment, flattened organizational structure, improvement of employee compensation and benefits, all-round talent training, enhancementof HR incentive and restriction mechanisms, hoping to provide reference for other hospitals.