岗位设置和绩效管理相结合在消毒供应中心的应用  

Application of Post Setting and Performance Management in the Central Sterile Supply

作　　者：赵立芸[1] 聂婉翎[2] 黄求进[3] ZHAO Li-yun NIE Wan-ling HUANG Qiu-jin(The Hospital of Northeast Forestry University, Harbin, Heilongjiang, 150040, China)

机构地区：[1]东北林业大学校医院,黑龙江哈尔滨150040 [2]哈尔滨医科大学附属第二医院,黑龙江哈尔滨150086 [3]哈尔滨医科大学附属第一医院,黑龙江哈尔滨150001

出　　处：《中国医院管理》2017年第10期75-77,共3页Chinese Hospital Management

基　　金：黑龙江省护理学会2016威高天使护理基金资助项目

摘　　要：目的探讨岗位设置与绩效管理相结合在消毒供应中心应用的效果。方法于2015年1月1日开始实行,为期1年,2015年12月31日结束。将消毒供应中心的56人分为4个层次、3个级别制定岗位职责,进行理论和技能培训,并对培训结果进行对比分析;另一方面,制订量化的绩效考核标准,建立绩效考核与个人奖惩相结合的绩效考核方法,加强绩效反馈,对56名工作人员干预前后工作质量与自评情况、理论和实操考核情况、各临床科室满意率进行比较。结果在干预前和干预12个月后进行数据统计发现,岗位设置与绩效管理在实施干预后与实施干预前相比,在中心工作质量与效率、员工专业素质及临床科室满意率等方面均有显著提高,差异有统计学意义(P<0.05)。其中干预后消毒供应中心员工高质高效率由14.29%上升至80.36%,效果显著。干预后不同层级的中心工作人员理论考核与操作技能考核优秀率上升20%~50%不等。干预后各临床科室满意度由干预前的65%左右提高至80%及其以上。结论岗位设置与绩效管理有助于消毒中心工作人员提高工作热情,持续改善提高工作绩效,提升工作人员专业素质和各临床科室的满意率。Objective To explore the application of post setting and performance management in the central sterile supply. Methods The study was introduced on January 1, 2015, for a period of one year, and ended on December 31, 2015. 56 staffs in sterile supply center were divided into four levels and three levels to develop their duties, theory and skills training, and comparative analysis of the results of training was done; on the other hand, quantitative performance evaluation standards were developed. Comparison of work quality and self evaluation, theoretical and practical assessment, and satisfaction rate in clinical departments was done. Results Before and after the intervention for 12 months statistics, it is found that, in post setting and performance management in the implementation of post-intervention compared with the pre-intervention in the center, the quality and efficiency and the overall quality of staff, the department satisfaction has improved significantly, and the difference is statistically significant （P 〈0.05）. After the intervention, high quality and efficiency staff in Disinfection Supply Center increases from 14.29% up to 80.36%, and the effect is significant. After intervention, excellent rate of staff assessment theory and skills assessment at different levels increases by 20%～50%. Satisfaction Degree of clinical departments increases from about 65% before intervention to 80% and above after intervention. Conclusion Post setting and performance management helps to improve disinfection center staff＇s enthusiasm, and improve job performance continuously to improve and enhance the overall quality of the staff.

关 键 词：岗位设置 绩效管理 消毒供应中心 

分 类 号：R197.32[医药卫生—卫生事业管理]