MBA教育中心知识库

2001年9月我国医疗市场开放以来，我国的民营医院实现了快速地发展。从2015年开始，民营医院的数量以明显的速度超过了公立医院，并逐渐成了整个医疗系统中必不可少的一个重要环节，它的作用也越来越明显。医疗机构是知识密集与技术导向的综合性实体，由于人力资本是医学科技的精华，也是知识的源泉。因此，它已越来越成为提高医院综合实力和竞争力的重要因素。医务人员作为关键的第一资源，是医院与时俱进的重要力量，能够提供强大的竞争力。当前民营医院在实际运营中却面临着严峻的竞争环境和诸多挑战。首先，民营医院需要与具有强大品牌影响力和资源优势的公立医院竞争，这对其提出了较高的要求。其次，民营医院还需应对内部管理、服务质量、医疗技术和人才队伍建设等方面的挑战。在这样的背景下，如何提升医务人员的薪酬满意度，进而提高他们的工作积极性和服务质量，成为民营医院管理层亟待解决的重要课题。

YB民营医院是一家营利性二级康复专科医院。本研究选定YB民营医院医务人员为分析对象，在综合分析国内外现有研究成果和发展趋势的基础上，采用现场调研、问卷调查和深度访谈等方法，开展了内部调研工作，对YB民营医院医务人员目前的薪酬满意度现状有一个全面、准确的了解。在充分调研的基础上，紧密结合YB民营医院的运营特征，借鉴国际上普遍使用的员工满意评价模式和工具，设计了针对性的调查问卷。通过对YB民营医院医务人员的全面调查，对影响其薪酬满意度的主要因素和存在的主要问题进行梳理和归纳，为后续的分析与策略制定奠定了坚实的基础。针对YB民营医院医务人员薪酬满意度的实际情况，提出提升医院品牌影响力与诊疗水平；强化复合型管理人才队伍建设；优化科学的薪酬制度体系；构建科学量化的绩效考核体系；制定多元化个性化的福利政策等措施，并从组织机构、规章制度、宣传培训、财务补贴、沟通机制等方面提出保障建议。本文的研究可以提高YB民营医院对优秀医务人才的吸引力和保留能力，确保医院的人才队伍稳定，进而提高医院的服务质量、服务效率及医院的核心竞争力，从而促进医院健康可持续发展，创造更大的经济、社会效益。

关键词：民营医院 医务人员 薪酬满意度

Since the opening of China's medical market in September 2001, China's private hospitals have achieved rapid development. Since 2015, the number of private hospitals has exceeded that of public hospitals at an obvious speed, and has gradually become an essential link in the entire medical system, and its role is becoming more and more obvious. Medical and health institutions are knowledge- and technology-intensive units. Human resources, as the carrier of medical technology and knowledge, are obviously the most important core competitiveness. Medical personnel, as an important first resource, are the main force for hospitals to keep pace with the times and can provide strong competitive advantages. At present, private hospitals are facing severe competitive environment and many challenges in actual operation. First, private hospitals need to compete with public hospitals with strong brand influence and resource advantages, which puts higher requirements on them. Secondly, private hospitals also need to cope with challenges in internal management, service quality, medical technology and talent team building. In this context, how to improve the salary satisfaction of medical staff, and then improve their work enthusiasm and service quality, has become an important issue that the management of private hospitals needs to solve urgently.  

YB Private Hospital is a for-profit secondary rehabilitation specialized hospital. This study selected the medical staff of YB private hospital as the analysis object. On the basis of a comprehensive analysis of the existing research results and development trends at home and abroad, the author carried out an internal investigation using the methods of field investigation, questionnaire survey and in-depth interview, and had a comprehensive and accurate understanding of the current salary satisfaction status of medical staff in YB private hospital. On the basis of full investigation, closely combined with the operation characteristics of YB private hospital, drawing on the international commonly used employee satisfaction evaluation model and tools, a targeted questionnaire was designed. Through a comprehensive survey of medical staff in YB private hospital, the main factors affecting their salary satisfaction and the main problems were sorted out and summarized, which laid a solid foundation for subsequent analysis and strategy formulation. According to the actual situation of salary satisfaction of medical staff in YB private hospital, it is proposed to improve the brand influence and diagnosis and treatment level of the hospital; Strengthen the construction of compound management personnel; Optimize the scientific salary system; Build a scientific and quantitative performance appraisal system; Formulate diversified and personalized welfare policies and other measures, and put forward protection suggestions from organizational structures, rules and regulations, publicity and training, financial subsidies, communication mechanisms and other aspects. The research in this paper can help YB private hospital attract and retain excellent medical talents, ensure the stability of the hospital's talent team, and then improve the hospital's service quality, service efficiency and core competitiveness, so as to promote the healthy and sustainable development of the hospital and create greater economic and social benefits.

Keywords：Private hospital; Medical staff; Salary satisfaction