The Present Situation And Countermeasure Of Compensation Management Of Public Hospital

ObjectiveTo Suzhou, a public general hospitals, for example to understand public hospital unofficial personnel salary present situation, the public hospitals in the supernumerary personnel salary management existing problems found, put forward reasonable opinions and suggestions to solve these problems, hospital management for future policy formulation to provide a basis.Methods1,Literature review method, through the review and the study of all kinds of journals, books, reports, statistics, policy documents material. Analysis the status of public hospital unofficial personnel salary management, a preliminary understanding of the problems, causes and Countermeasures of the public hospitals in our country in terms of supernumerary personnel salary management in.2,Interviews, through interviews related to a particular object, collecting series personnel and the cognition of supernumerary personnel salary management, opinions and suggestions.3,Investigation method of the questionnaire, according to the study objective to design the questionnaire, questionnaire survey, on hospital unofficial personnel salary management and satisfaction of field data collection.4,Statistical analysis method:with the help of Excel2003, SPSS13.0 two statistical software, using the mean, median, standard deviation, coefficient of variation and test and other statistical methods to study the data for statistical analysis and analysis.Results1, The basic situation of supernumerary personnel:Suzhou, a comprehensive hospital unofficical personnel quantity increases year by year; changes in the composition of supernumerary personnel; supernumerary personnel outpatient workload has increased year by year; supernumerary personnel income with rising workload increased year by year; 2015 pension payment base fee for 39722 yuan, provident fund payment base of 40263, accounted for the proportion of annual income respectively 38.0% and 38.6%, was less than 40%; supernumerary people have higher education, young, low professional title, women accounted for than large.2, The results of the interview:series of personnel and have different understanding of "equal pay for equal work"; Ⅱ coding and the main difference between internal and external personnel to have three aspects, the payment of social insurance and housing fund, job promotion and post competition; (3) the concept of employment is relatively backward; (4) Should cultivate a culture of hospital, increase the humane care, increase the sense of ownership of the supernumerary personnel; fifthly, turnover intention is not obvious.3, The questionnaire survey:supernumerary personnel on salary satisfaction is not high; supernumerary personnel generally do not agree with the hospital implementation of "equal pay for equal work" policy; (3) potential reasons for leaving followed by remuneration, working environment, career development, family and other reasons; (4) often work overtime accounted for 19%, work overtime occasionally accounted for 68%, for overtime fee and insurance and welfare policies, to everyone’s satisfaction relatively low, dissatisfied accounted for more than 80%. For the hospital to give holiday arrangements, expressed satisfaction about 70% staff. Supernumerary personnel received 95.6%of hospital organization of various training and 86.3% of supernumerary personnel said no career development planning.Conclusion1, At present, in Suzhou, a comprehensive hospital unofficial personnel salary management problems:inside and outside of "equal pay for equal work" there is no uniform understanding, social welfare difference larger, title promotion and job competition fewer opportunities, lack of supernumerary staff career development planning, less supernumerary personnel high-level training opportunities, lack of identity of supernumerary personnel of hospital culture.2, To solve supernumerary personnel salary management problems of the proposal: to establish a relatively fair salary management system, improve the level of treatment of supernumerary personnel; post setting to dare to innovate, to strengthen the management of supernumerary personnel employed; for the supernumerary personnel and internal staff with training opportunities; a supernumerary staff career development planning, appropriate to give a chance of believing; continue to strengthen the construction of hospital culture, and enhance the sense of supernumerary personnel belonging to the group...