| Objective: To understand the professional status and existing problems of management personnel in teriary public hospitals in Anhui Province,and to compare whether there is any difference in the professionalization of hospital CEO,middle management staff and grass-roots management personnel in the hospital,and then analyze the reasons for the differences,based on which putting forward several suggestions so as to better promoting the professionalization construction of the entire hospital Staff in public hospitals.Methods: Using stratified cluster sampling method,according to the level of economic development,7 tertiary hospitals were selected in the southern,central and northern part of Anhui Province.Questionnaire developed by literature analysis combined with expert discussions is distributed to the respondents by investigators who have received the training.Data is collected using Epi Data 3.1 and SPSS 15.0 is used for statistical analysis.Results:(1)Basic Information A total of 501 hospital administrators were investigated in this study.Among them,there are 35 leaders at the top level,accounting for 7.0%;142 middle managers,accounting for 28.3%;324 grass-roots managers,accounting for 64.7%.The leadership of the hospital-level concentrated in the age group of ?51,accounting for 77.1%.The distribution of professional titles as follows,senior executives(35.9%),junior(29.7%),non-professional titles(16.0%),associate senior(13.8%)and positive senior(4.6%),title categories mainly include medical series(38.7%)and other series(31.1%).Managers have a first-level education with a bachelor degree or above,accounting for 59.5% of the total,their majors are medical(38.6%),other(36.6%)and management(24.8%).Managers have a final-level education with a bachelor degree or above,accounted for 77.9% of the total.The majors they studied were others(35.9%),medicine(34.3%),and management(29.7%).(2)Specialization Types of admission to the hospital include recruitment exams(54.3%),national policy allocations(33.1%),national policy placements(6.2%),and other channels(6.4%).Other channels include job transfer,talent inport,and government appointments.38.7% of the management personnel had changed job post,including: Clinical post to management post(26.3%),other posts to management post(7.0%)and logistics posts to management post(7.0%).61.0% of them never attended the academic degree education of hospital management,39.0% of them attended the academic degree education of hospital management.Among those who had received related enducation of hospital management,85.7% feel "helpful" to the current management work,and 14.3% feel "no help".35.9% of people never attended continuing education on hospital management,64.1% of people participated in continuing education.Among the educated people,91.6% feel that it is "helpful" for the current management work and 8.4% feel "no help".The main sources of management knowledge and skills were work experience(38.9%)and other channels(37.7%),job training accounted for 11.0%,and academic education accounted for 6.0%.Other approaches are mainly two,three or four combinations of "work experience","academic education" "job training" and "amateur self-study".(3)Full-time situation The distribution of work years engaged in management work mainly includes ?5years(39.1%)and 6-10 years(31.9%),a total of 71%.Investment in Management: The survey results show that the proportion of "completely engaged in hospital management" and "mainly engaged in hospital management" were 46.1% and 15.2% respectively,and that of "half of hospital management and business work" and "mainly engaged in business" 20.2% and 18.6% respectively.The survey showed that 12.6%(63)of people engaged in clinical work while engaged in management,10.0%(50)engaged in clinical teaching or postgraduate teaching while engaged in management,and 11.8%(59)were Engaged in the management while doing clinical research work.(4)Institutionalization The overall satisfaction rate of management performance appraisal system was 43.6%.The overall satisfaction rate of hospital management rotation system was 51.9%.The overall satisfaction rate of post professional training was 47.9%.The overall satisfaction rate of revenue was 31.5%.Overall satisfaction with job performance and salary level was 30.7%.The overall satisfaction rate of the leaders`attention on management was 72.5%.58.3% of the respondents considered it necessary to Specified recruitment conditions of the profession,education and experience systematically when hiring and promoting hospitals managers.66.9% of people think it is necessary to set up the series of hospital management titles(5)Cognition and attitude of Professionalism 42.1% of the respondents have a understanding of the connotation and related requirements of professionalism,28.3% of the respondents think that the professionalization of the current stage of construction is not perfect.81.5% of the respondents think it is necessary to promote the current professional construction of public hospital managers in our country.58.9% of people think it feasible to put forward the professionalization construction of public hospital managers.60.5% of respondents think that hospital administrators must have management professional background.56.1% think that hospital managers must have clinical experience or medical background.The best sources of management staff were double professional background of medicine and management(62.6%).The best Dean career patterns are Mode 2 [Medical Graduate-Clinical Work-Management Professional Training-Head of Department-Occupation Dean](53.7%).Conclusions:(1)There are some structural problems exist in the hospital management team.The level structure,sex structure and age structure of the managers in tertiary hospitals in Anhui Province are generally good,but there are also some problems.For example,the ages of hospital leaders are generally older.The title structure is unbalanced,the proportion of senior professional titles is low,the proportion of non-professional titles is high,and the proportion of medical titles is high.From a horizontal perspective,the educational level of management team of tertiary hospitals in Anhui Province is low,the proportion of medical professionals and other professional background is high,and the proportion of professional management background is low.In vertical view,the level of education has been raised,the medical professional background and other professional backgrounds have been reduced,and the professional background of management has been raised.(2)There is a certain problem of disjointed learning and practice.The transfer rate is high.Hospital management education and hospital management-related continuing education is helpful for hospital management,however,the Participation Rate of hospital management education and hospital management related to continuing education is low.Experience management exists in hospital management for a short of academic education,job training and so on.(3)There is a certain phenomenon of "double shoulder" in managers.75.8% said that "double shoulder" had no effect on management and clinical work,while 24.2% said that management and / or clinical work had been affected..(4)Satisfaction rate of institutionalization is not high.The satisfaction rate of the performance appraisal system,rotation exchange system,on-the-job professional training,income and job performance of the managers of third-class hospital in Anhui Province on salary level is not high.be more satisfied with leader's attention on hospital management.Most people are in favor of setting the professional quotas and restrictions for managers and setting up separate series of titles.(5)The social atmosphere of professionalization of management teams has not yet formed.Managers have a low awareness of the connotation of the professionalization of managers.They think that the professionalization of the management is not perfect at this stage,and it is considered necessary to promote the professionalization of managers.However,The feasibility of professionalism in hospital management is a general level.The best source for managers is the compound manager who has a dual professional background in medicine and management.The most favored hospital dean career mode is mode 2,namely "medical graduates-clinical work-hospital management professional training-professional dean" model.(6)In order to promote the professionalization of hospital management personnel and raise the level of professionalism,the following policy recommendations are proposed.First,Establish a management training system for managers.According to the professional background and levels of management staff,with the goal of competency as the goal,developing focused and personalized job training.Second,establish the mechanism for selecting and admitting hospital management personnel,define the qualifications for admission.Third,The government should play a role to accelerate the construction of policies and the implementation of policies,and effectively put this work on the agenda of the government. |
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