Status Quo And Countermeasures Of Human Resource Management In The Affiliated Hospital Of Military Medical University Under The New Situation

ObjectiveThis study aims to understand the human resource management of Affiliated Hospitals of the Military Medical University under the new situation, to provide theoretical basis for human resources management and further to make the hospital stand out of competition by analyzing staff’s acceptance in five aspects, namely organizational planning, recruitment, training and promotion, performance management and compensation management, and by analyzing the problems in personnel employment, education, selection and retaining.MethodsAccording to human resource structure proportion, totally 800 persons all sampled from three affiliated hospitals of the military medical university and a survey by questionnaire, self-administered questionnaire and interview was conducted for the investigation.ResultsOrganizational structure and strategic planning, management system and performance assessment, skills training and academic exchanges, cultural atmosphere and working environment1. Descriptive statistical analysis and results of organizational structure and strategic planningStaffs have paid much attention and had high acceptance of the hospitals’ organizational structure and post setting, but they know a little about specific personnel management work and have low acceptance of the future planning.2. Descriptive statistical analysis and results of management system and performance assessmentThe medical staff have high acceptance for the operation of human resource management system in hospitals, but they are not clear about the process of human resources management and unsatisfied with the existing salary and incentive. As to job promotion, personal competence weighs more instead of the traditional concept of seniority. Among factors affecting promotion, ndividual ability, educational qualifications and work attitude were considered the most important three factors. High medical personnel turnover is the most prominent problem in human resource management of hospitals.3. Descriptive statistical analysis and results of skills training and academic exchangesThe skills training system of the hospitals is good and the academic exchange can satisfy demands of most people, but shows insufficient emphasis on staffs’ professional development. Medical staffs have more demands on higher moral quality than on better professional skills. The academic exchange level presents normal distribution, which is reasonable at present and ranks at a satisfactory level in whole China.4. Descriptive statistical analysis and results of cultural atmosphere and working environmentThe basic value orientation of the hospital is accepted by the staff, and the overall working atmosphere is good. But the military features are very obvious, and the command-following management can be found everywhere.ConclusionsThe opinions of the staff of Affiliated Hospitals of the Military Medical University regarding current systems of human introduction, education, post assignment and retaining have fully demonstrated the achievements and to-be-resolved problems in human resources management of the hospitals. Achievements: the hospitals have a sound organizational structure for human resources management and complete post setting, with a quantitative assessment system, a sound professional skills management system and a perfect promotion system.Training and promotion mechanism is complete, and there are special channels of personnel training and enrollment. The basic value orientation is accepted by most staff, and the working atmosphere is good, and the living conditions of medical personnel have been improved. Problems: the process of human resources management of some Affiliated Hospital of the Military Medical University is indefinite and shows serious tendency of formalism, and still stays at the people-rule stage in nature. Administrative command goes before planning service, especially in the aspects of compensation and incentive, which is the most prominent problem, e.g. the material reward of military staffs is much better than that of civilian ones, same work with different pay between military personnel and local employees, insufficient non-material incentive system, and existing incentives are a kind of "icing on the cake" rather than “timely assistance”.