中国医药导报
中國醫藥導報
중국의약도보
China Medical Herald
2015年
27期
138-142
,共5页
民营医院%离职率%离职原因%人才管理
民營醫院%離職率%離職原因%人纔管理
민영의원%리직솔%리직원인%인재관리
Private hospital%Turnover rate%Turnover reason%Talent management
目的：通过分析北京市某民营医院的人力资源流动现状，对相关影响因素进行实证研究，分析民营医院人才流失的主要原因。方法以北京市一家发展较成熟的专科民营医院5年来的人员离职数据作为调查对象，对其基本情况、薪酬、离职率和离职原因进行数据统计分析。结果①低龄低薪、资历浅的医疗人才流动明显，年龄<26岁占42.01%，工作5年以下占85.25%，年薪≤3万元占62.9%，大专及以下学历占67.08%，初级职称占69.72%；②护士团队最不稳定，离职人员中护士占46.93%；③发展和晋升机会不足、对薪酬体系不满、工作负荷过重是导致民营医院人力资源流失的三大诱因，分别占19.90%、19.16%、18.43%。结论民营医院亟需通过自身建设和配套医改政策细则去改变社会固有观念，留住核心医疗人才。
目的：通過分析北京市某民營醫院的人力資源流動現狀，對相關影響因素進行實證研究，分析民營醫院人纔流失的主要原因。方法以北京市一傢髮展較成熟的專科民營醫院5年來的人員離職數據作為調查對象，對其基本情況、薪酬、離職率和離職原因進行數據統計分析。結果①低齡低薪、資歷淺的醫療人纔流動明顯，年齡<26歲佔42.01%，工作5年以下佔85.25%，年薪≤3萬元佔62.9%，大專及以下學歷佔67.08%，初級職稱佔69.72%；②護士糰隊最不穩定，離職人員中護士佔46.93%；③髮展和晉升機會不足、對薪酬體繫不滿、工作負荷過重是導緻民營醫院人力資源流失的三大誘因，分彆佔19.90%、19.16%、18.43%。結論民營醫院亟需通過自身建設和配套醫改政策細則去改變社會固有觀唸，留住覈心醫療人纔。
목적：통과분석북경시모민영의원적인력자원류동현상，대상관영향인소진행실증연구，분석민영의원인재류실적주요원인。방법이북경시일가발전교성숙적전과민영의원5년래적인원리직수거작위조사대상，대기기본정황、신수、리직솔화리직원인진행수거통계분석。결과①저령저신、자력천적의료인재류동명현，년령<26세점42.01%，공작5년이하점85.25%，년신≤3만원점62.9%，대전급이하학력점67.08%，초급직칭점69.72%；②호사단대최불은정，리직인원중호사점46.93%；③발전화진승궤회불족、대신수체계불만、공작부하과중시도치민영의원인력자원류실적삼대유인，분별점19.90%、19.16%、18.43%。결론민영의원극수통과자신건설화배투의개정책세칙거개변사회고유관념，류주핵심의료인재。
Objective To analyze the current situation of human resource flow in a private hospital in Beijing, and to analyze the relevant factors and the main reasons for the loss of human resource in private hospitals. Methods In a ma-ture specialist private hospital, the 5 years data of basic situation, salary, turnover rate and reasons were analyzed. Results①Medical talents who were young, low wage and junior were flowing obviously. The staff who was under 26 years of age and worked less than 5 years accounted for 42.01%and 85.25%. The ratio of annual salary less than 30 000 yuan, below college degree and junior titles was 62.9%, 67.08% and 69.72%.②Nurse team was the most unstable employees in private hospitals. Nurses accounted for 46.93% of all staff turnover. ③There were three main causes of the loss of human resources in private hospitals. They were lack of development and promotion opportunity (19.90%), dissatisfac-tion with the pay system (19.16%), and heavy working load (18.43%). Conclusion The private hospitals need to change the social inherent concept, retain the core medical talents through hospital construction and supporting health care re-form policies.
