浅谈医院的岗位管理  

Post management in hospitals

作　　者：毛羽[1] 司马小芹[1] 刘亚平[1] 

机构地区：[1]北京同仁医院,100730

出　　处：《中华医院管理杂志》2002年第6期340-342,共3页Chinese Journal of Hospital Administration

摘　　要：卫生人事制度改革内容之一是用岗位管理代替身份管理。作者首先论述了岗位管理的涵义及其必要性 ;随后就实行岗位管理中转变各层人员思想观念、建立岗位管理机构和机制、岗位管理实行责、权、利有机结合的 3个关键环节进行了分述 ;最后结合同仁医院实施岗位管理的实际进行论述 :一是建立以双聘为核心的基本用人制度 ;二是采用岗位激励机制建立骨干人员岗位评选制度 ,如首席专家的标准分三级等 ;三是设立适应人员流动的管理机构 ;四是考核为发放合理薪酬提供依据 ,其中将管理要素、技术要素、责任要素打入分配。Post management should replace capacity management in the reform of the personnel system in the health sector. The authors expound in the first place the connotations and the necessity of post management, and then discuss respectively three key links, viz. change of ideological concepts of people at various levels in the implementation of post management; establishment of necessary setups and mechanisms for post management; and organic combination of responsibilities, powers and interests in post management. Finally the authors put forward the following viewpoints in light of Tongren Hospital's practice in adopting post management: ①setting up a primary personnel system based on double engagements; ②setting up a system of selecting key members for posts based on a mechanism of post reward, such as the classification of chief experts into three classes; ③setting up a managerial mechanism conducive to the rational flow of personnel; ④conducting checks so as to provide basis for distributing appropriate salaries, with the elements of management, expertise and responsibilities taken into consideration in the distribution. The effects are also discussed.

关 键 词：岗位管理 卫生人事制度改革 医院竞争力 

分 类 号：R197.3[医药卫生—卫生事业管理]