岗位绩效管理在手术室护理人力资源管理中的应用  

The model of human resource management in operating room

作　　者：潘婕[1] 刘丹[2] 侯文进 吴伟东[1] 刘芳[1] 龙艳婷[1] 

机构地区：[1]暨南大学医学院第四附属医院广州市红十字会医院,510220 [2]暨南大学第一临床医学院,广州510000

出　　处：《国际医药卫生导报》2014年第22期3362-3365,共4页International Medicine and Health Guidance News

基　　金：广东省科技计划项目（20128031800279）

摘　　要：目的 探讨手术室人力资源管理的方法.方法 通过对本院25名手术室护士进行工作强度调查,采取弹性排班的方式,解决人力资源短缺的问题.结果 观察组和对照组手术室护理人员总绩效评分优秀率比较,差异具有统计学意义（P=0.042,P＜0.05）,即绩效管理＋优化人力资源模式较常规模式护理质量有提高.实验组和对照组手术室主刀医生及麻醉医生满意度的差异具有统计学意义（χ2=12.028,P=0.002,P＜0.05）,表明采用绩效管理＋优化人力资源模式较常规模式护理质量有提高.结论 通过绩效管理,合理的人力资源分配,能最大限度应用有限资源,高质量完成工作任务.Objective To explore the model of human resource management in operating room.Method We investigated the work intensity of 25 nurses in operating room and took elastic scheduling to solve the problem of shortage of human resources.Results There was statistically significant difference in outstanding rate of operating room nurses＇ overall performance rating between experimental group and control group （P =0.042）.Quality of care of performance management and human resource optimization mode in April improved compared with conventional mode in March.There was statistically significant difference in the satisfaction rate of surgeon and anesthesiologist in operating room between experimental group and control group （χ2 =12.028,P =0.002）,which suggested that performance management and optimization of human resources in April had improved the quality of care compared with conventional mode in March.Conclusion Through performance management and reasonable allocation of human resources,we could finish work with high quality and maximize the application of limited resources.

关 键 词：绩效管理 手术室 人力资源 

分 类 号：R47[医药卫生—护理学]