LD口腔医院薪酬体系设计
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摘要
薪酬管理作为人力资源开发与管理的重要组成部分,对企业竞争优势的提升和战略目标的实现起着重要的作用。科学、合理的薪酬体系能充分调动员工积极性、主动性和创造性,增进员工工作满意度,激发员工工作动机,增强企业凝聚力,为企业吸引和保留一支高素质、有竞争力的员工队伍。现代企业要想在激烈的市场竞争中站稳脚跟,必须切实发挥薪酬的杠杆作用,吸引、激励和留住优质的人才,增强企业的核心竞争力。随着我国医疗卫生体制改革的不断深入,新的医疗体制改革方案即将出台,如何加强医院的经营管理,增强医院的可持续发展能力,提高医院的社会及经济效益,这是现代医院管理面临的重要问题。构建科学、合理、公平的薪酬管理系统,对于医院吸引、保留一支高素质的医疗卫生队伍,实现医院的战略目标,完善医院的内部管理,有效地参与医疗市场竞争,提高医院的综合发展能力,具有极其重要的意义。
本文应用现代薪酬管理的相关理论知识,通过LD口腔医院薪酬现状的分析,针对存在的问题,建构了新的薪酬体系。
首先,本文全面分析了LD口腔医院现行薪酬体系的现状,通过问卷调查的方式对员工薪酬满意度进行研究,通过比较分析,对LD口腔医院原有薪酬制度中存在的主要问题进行了全面剖析,并就开展薪酬设计提出了部分建议。其次,根据LD口腔医院的人力资源战略发展目标,运用定量分析与定性分析相结合的方法,逐步设计出一套基于绩效的薪酬方案。最后文章对实施该薪酬方案提出了合理化的建议和对策。
本文重点探讨了薪酬结构的优化与设计。首先,在阐述薪酬体系设计理论的基础上,根据薪酬设计的基本原则和目标,依照薪酬设计的一般流程,结合LD口腔医院的实际情况,采用问卷调查的方式对LD口腔医院岗位设置和岗位进行分析,采用“012”成对比较法进行岗位评价,建立了岗位等级体系并在市场调查的基础上,创新性的引入调节系数、成本、基本工作量等指标,并建立了调节系数、基本工作量、医护人员工作量分配系数等测算模型,适当调整了薪酬现状,缩小了医院内部不同专业薪酬差距过大的现状,同时适当缩小了与省内其他医院人员薪酬水平的差距,实现了内部公平和外部公平,也为医院今后的发展奠定了资金基础。最后对实行新的薪酬体系提出了若干建议和意见。
Salary management as a human resources development and management of an important part of the upgrading of competitive advantage and strategic objectives play an important role. Scientific and rational compensation system, employees can fully mobilize the enthusiasm, initiative and creativity, enhance employee job satisfaction, to stimulate employee motivation, enhance cohesion, and for businesses to attract and retain a high-quality, competitive workforce. To the modern enterprise in the fierce market competition foothold, we must effectively pay to play the leverage to attract, motivate and retain quality personnel, enhance their core competitiveness. As China's deepening health system reform, the new health care reform program is being introduced, how to strengthen the hospital management, to enhance the hospital's capacity for sustainable development and improve the hospital's social and economic benefits, which is facing the modern hospital management important issues. Build a scientific and rational, fair remuneration management system for hospitals to attract, retain a high-quality health care team to achieve the hospital's strategic objectives, improve the internal management of the hospital and effective participation in the health care market competition, and improving the hospital's Comprehensive Development the ability of extremely important significance.
This application of modem theoretical knowledge related to pay administration, by LD analysis of the status of dental hospitals pay for the problems, and build a new pay system.
First of all, this comprehensive analysis of the LD Dental Hospital of the existing pay system, the status quo, by way of a questionnaire survey of staff satisfaction with pay to conduct research through the comparative analysis of the LD Dental Hospital in the old pay system main problems were a comprehensive analysis, and to pay to carry out the design of some of the suggestions. Secondly, based on oral LD hospital's human resources strategic development goals, using quantitative analysis and qualitative analysis method of combining and gradually design a performance-based remuneration package. Finally the article on the implementation of the pay package put forward recommendations for the rationalization and countermeasures.
This article focuses on the salary structure optimization and design. First of all, in dealing with the theory of compensation system design based on the pay structure of the basic principles and objectives of the pay structure in accordance with the general flow, combined with the actual situation of LD Dental Hospital, using a questionnaire survey approach to the set LD Dental Hospital jobs and job analysis, a "012" paired comparison method job evaluation, the establishment of a post rating system and in market research, based on the introduction of innovative adjustment factor, cost, and basic workload and other indicators, and the establishment of adjustment coefficient , the basic workload, staff workload distribution coefficient models for appropriate adjustments to the salaries, status quo, narrowing the pay gap between different professions within the hospital too much status quo, while giving due narrowing the province to other hospital staff with the pay gap between the level of to achieve internal equity and external equity, but also for the future development of the hospital has laid a capital base. Finally, the implementation of the new remuneration system for a number of suggestions and comments.
本文应用现代薪酬管理的相关理论知识,通过LD口腔医院薪酬现状的分析,针对存在的问题,建构了新的薪酬体系。
首先,本文全面分析了LD口腔医院现行薪酬体系的现状,通过问卷调查的方式对员工薪酬满意度进行研究,通过比较分析,对LD口腔医院原有薪酬制度中存在的主要问题进行了全面剖析,并就开展薪酬设计提出了部分建议。其次,根据LD口腔医院的人力资源战略发展目标,运用定量分析与定性分析相结合的方法,逐步设计出一套基于绩效的薪酬方案。最后文章对实施该薪酬方案提出了合理化的建议和对策。
本文重点探讨了薪酬结构的优化与设计。首先,在阐述薪酬体系设计理论的基础上,根据薪酬设计的基本原则和目标,依照薪酬设计的一般流程,结合LD口腔医院的实际情况,采用问卷调查的方式对LD口腔医院岗位设置和岗位进行分析,采用“012”成对比较法进行岗位评价,建立了岗位等级体系并在市场调查的基础上,创新性的引入调节系数、成本、基本工作量等指标,并建立了调节系数、基本工作量、医护人员工作量分配系数等测算模型,适当调整了薪酬现状,缩小了医院内部不同专业薪酬差距过大的现状,同时适当缩小了与省内其他医院人员薪酬水平的差距,实现了内部公平和外部公平,也为医院今后的发展奠定了资金基础。最后对实行新的薪酬体系提出了若干建议和意见。
Salary management as a human resources development and management of an important part of the upgrading of competitive advantage and strategic objectives play an important role. Scientific and rational compensation system, employees can fully mobilize the enthusiasm, initiative and creativity, enhance employee job satisfaction, to stimulate employee motivation, enhance cohesion, and for businesses to attract and retain a high-quality, competitive workforce. To the modern enterprise in the fierce market competition foothold, we must effectively pay to play the leverage to attract, motivate and retain quality personnel, enhance their core competitiveness. As China's deepening health system reform, the new health care reform program is being introduced, how to strengthen the hospital management, to enhance the hospital's capacity for sustainable development and improve the hospital's social and economic benefits, which is facing the modern hospital management important issues. Build a scientific and rational, fair remuneration management system for hospitals to attract, retain a high-quality health care team to achieve the hospital's strategic objectives, improve the internal management of the hospital and effective participation in the health care market competition, and improving the hospital's Comprehensive Development the ability of extremely important significance.
This application of modem theoretical knowledge related to pay administration, by LD analysis of the status of dental hospitals pay for the problems, and build a new pay system.
First of all, this comprehensive analysis of the LD Dental Hospital of the existing pay system, the status quo, by way of a questionnaire survey of staff satisfaction with pay to conduct research through the comparative analysis of the LD Dental Hospital in the old pay system main problems were a comprehensive analysis, and to pay to carry out the design of some of the suggestions. Secondly, based on oral LD hospital's human resources strategic development goals, using quantitative analysis and qualitative analysis method of combining and gradually design a performance-based remuneration package. Finally the article on the implementation of the pay package put forward recommendations for the rationalization and countermeasures.
This article focuses on the salary structure optimization and design. First of all, in dealing with the theory of compensation system design based on the pay structure of the basic principles and objectives of the pay structure in accordance with the general flow, combined with the actual situation of LD Dental Hospital, using a questionnaire survey approach to the set LD Dental Hospital jobs and job analysis, a "012" paired comparison method job evaluation, the establishment of a post rating system and in market research, based on the introduction of innovative adjustment factor, cost, and basic workload and other indicators, and the establishment of adjustment coefficient , the basic workload, staff workload distribution coefficient models for appropriate adjustments to the salaries, status quo, narrowing the pay gap between different professions within the hospital too much status quo, while giving due narrowing the province to other hospital staff with the pay gap between the level of to achieve internal equity and external equity, but also for the future development of the hospital has laid a capital base. Finally, the implementation of the new remuneration system for a number of suggestions and comments.
引文
1 牛丽娟,四成以上人士因薪酬而离职,管理@人,2008,04.,83-84
1.栾海霞,林玳玳.薪酬管理中的公平性原则探析[J],现代管理科学,2005,7
2.周霞,李国辉等.薪酬管理中公平感的计量模型[J],中国管理科学,2005,10
3.草冬梅.试析新时期医院薪酬体系的优化整合[J],时代金融,2008,6
4.程海涛.张守春:3E薪酬的符号[J],管理@人,2007,2
5.赵立.提高医院管理水平,推进经营者薪酬设计[J],医院改革,2004,4
6.杨彦,黄芳等.公立医院薪酬体系的不足及对策[J],现代医院管理,2008,6
7.张振敏.公立医院薪酬分配制度现状之探讨[J],卫生经济研究,2008,7
8.王双苗.医院薪酬分配制度的问题分析与对策研究[J],管理,2008,5
9.董健.公立医院薪酬分配机制的问题与对策[J],新医学学刊,2008,5
10.周成刚.对员工薪酬满意度的分析与思考[J],沿海企业与科技,2005,8
11.李毅.关于薪酬激励与员工满意度关系的实证分析[J],现代商业,2008,4
12.张亚春.论薪酬管理的发展趋势[J],河北建筑科技学院学报(社科版),2005,12
13.徐全军.论薪酬设计中的逻辑性[J],天津社会科学,2008,12
14.陈晓勤.企业员工薪酬满意度研究[J],现代商贸工业,2008,2
15.赵利红,如何提高薪酬的满意度[J],中国人力资源开发,2004,5
16.邰美秋,徐中奇.实现薪酬的内部公平[J],中国人力资源开发,2004,1
17.苏列英.提高员工薪酬满意度的方法探讨[J],西安石油大学学报(社科版),2004,12
18.张雷,我国薪酬管理现状浅析[J],集团经济研究,2006,4
19.程嘉诚,薪酬管理的发展趋势及启示[J],煤炭企业管理,2004,6
20.姚仁杰.薪酬管理实践中存在的偏差及启示[J],商场现代化,2006,3
21.吴晋雯.影响薪酬体系建立的企业内部因素分析[J],商场现代化,2008,1
22.郭艳丽.医院薪酬体系设计思考与实践[J],中国误诊学杂志,2008,8
23.郎红娟,张涛等.医院薪酬设计原则与方法[J],解放军医院管理杂志,2008,15
24.任益炯,陆梅华等.国有医院薪酬分配制度的历史变革与发展趋势研[J],卫生软科学,2003,10
25.曾嵘欣,温小霓.医院薪酬体制下的供方诱导分析[J],中国医院管理,2008,5
26.巴里·格哈特、萨拉·L.瑞纳什:薪酬管理[M],朱丹译,上海财经大学出版社,2005
27.王宇,荀莲英等.综合性医院激励性薪酬方案探讨[J],中国卫生事业管理,2002,5
28.杜纲,宫露霞.岗位业绩导向的医院薪酬设计[J],中华医院管理,2003,12
29.张建民.宽带型薪酬管理制度浅析[J],湖南科技学院学报,2008,3
30.蒲涛.医院管理若干问题研究[D],西南财经大学,2003
31.李在宝.基于战略的城市综合性医院薪酬体系的研究与设计[D],青岛大学,2007
32.乔治·T·米尔舍维奇,杰里·M·纽曼.薪酬管理[M],中国人民大学出版社
33.舒晓兵,张清华.薪酬管理[M].人民日报出版社,2004
34.王长城.薪酬构架原理与技术[M].中国经济出版社,2003
35.李新建.企业雇员薪酬福利[M].经济管理出版社,1999
36.冉斌.薪酬设计与管理[M].海天出版社,2002
1.栾海霞,林玳玳.薪酬管理中的公平性原则探析[J],现代管理科学,2005,7
2.周霞,李国辉等.薪酬管理中公平感的计量模型[J],中国管理科学,2005,10
3.草冬梅.试析新时期医院薪酬体系的优化整合[J],时代金融,2008,6
4.程海涛.张守春:3E薪酬的符号[J],管理@人,2007,2
5.赵立.提高医院管理水平,推进经营者薪酬设计[J],医院改革,2004,4
6.杨彦,黄芳等.公立医院薪酬体系的不足及对策[J],现代医院管理,2008,6
7.张振敏.公立医院薪酬分配制度现状之探讨[J],卫生经济研究,2008,7
8.王双苗.医院薪酬分配制度的问题分析与对策研究[J],管理,2008,5
9.董健.公立医院薪酬分配机制的问题与对策[J],新医学学刊,2008,5
10.周成刚.对员工薪酬满意度的分析与思考[J],沿海企业与科技,2005,8
11.李毅.关于薪酬激励与员工满意度关系的实证分析[J],现代商业,2008,4
12.张亚春.论薪酬管理的发展趋势[J],河北建筑科技学院学报(社科版),2005,12
13.徐全军.论薪酬设计中的逻辑性[J],天津社会科学,2008,12
14.陈晓勤.企业员工薪酬满意度研究[J],现代商贸工业,2008,2
15.赵利红,如何提高薪酬的满意度[J],中国人力资源开发,2004,5
16.邰美秋,徐中奇.实现薪酬的内部公平[J],中国人力资源开发,2004,1
17.苏列英.提高员工薪酬满意度的方法探讨[J],西安石油大学学报(社科版),2004,12
18.张雷,我国薪酬管理现状浅析[J],集团经济研究,2006,4
19.程嘉诚,薪酬管理的发展趋势及启示[J],煤炭企业管理,2004,6
20.姚仁杰.薪酬管理实践中存在的偏差及启示[J],商场现代化,2006,3
21.吴晋雯.影响薪酬体系建立的企业内部因素分析[J],商场现代化,2008,1
22.郭艳丽.医院薪酬体系设计思考与实践[J],中国误诊学杂志,2008,8
23.郎红娟,张涛等.医院薪酬设计原则与方法[J],解放军医院管理杂志,2008,15
24.任益炯,陆梅华等.国有医院薪酬分配制度的历史变革与发展趋势研[J],卫生软科学,2003,10
25.曾嵘欣,温小霓.医院薪酬体制下的供方诱导分析[J],中国医院管理,2008,5
26.巴里·格哈特、萨拉·L.瑞纳什:薪酬管理[M],朱丹译,上海财经大学出版社,2005
27.王宇,荀莲英等.综合性医院激励性薪酬方案探讨[J],中国卫生事业管理,2002,5
28.杜纲,宫露霞.岗位业绩导向的医院薪酬设计[J],中华医院管理,2003,12
29.张建民.宽带型薪酬管理制度浅析[J],湖南科技学院学报,2008,3
30.蒲涛.医院管理若干问题研究[D],西南财经大学,2003
31.李在宝.基于战略的城市综合性医院薪酬体系的研究与设计[D],青岛大学,2007
32.乔治·T·米尔舍维奇,杰里·M·纽曼.薪酬管理[M],中国人民大学出版社
33.舒晓兵,张清华.薪酬管理[M].人民日报出版社,2004
34.王长城.薪酬构架原理与技术[M].中国经济出版社,2003
35.李新建.企业雇员薪酬福利[M].经济管理出版社,1999
36.冉斌.薪酬设计与管理[M].海天出版社,2002