公立医院岗位设置管理的实践与思考  

Practice and reflection on position setting management in a public hospital

作　　者：程向前[1] 张国有[1] 胡频[1] CHENG Xiangqian;ZHANG Guoyou;HU Pin(The Second Hospital of Nanjing,Nanjing 210003,China)

机构地区：[1]南京市第二医院,江苏南京210003

出　　处：《现代医院》2025年第4期586-590,共5页Modern Hospitals

摘　　要：目的分析某公立医院开展岗位设置管理的实践,为优化医院岗位设置管理提出建议。方法梳理该院2010—2023年岗位设置方案、岗位设置数以及岗位聘用数,分析存在的问题。结果2023年编外人数占在职职工总数比重达51.94%,专业技术岗位人数占在职职工数为95.95%,聘任高级专业技术岗位人数占专业技术岗位人数的18.00%。岗位设置办法的“刚性”限制了专业的发展,存在专业技术岗位结构有待调整,管理岗位、工勤技能岗位空挂等问题。结论建议畅通编外人员纳入编制管理途径,动态调整岗位设置方案,加强聘后管理。Objective To analyze the practice of position setting management in a public hospital and provide suggestions for optimizing the hospital’s position setting management.Methods The position setting plans,number of positions set,and number of positions employed from 2010 to 2023 in the hospital were reviewed,and existing problems were analyzed.Results In 2023,the proportion of non-permanent staff accounted for 51.94%of the total number of in-service employees,the number of professional and technical positions accounted for 95.95%of the in-service employees,and the number of senior professional and technical positions employed accounted for 18.00%of the total number of professional and technical positions.The“rigidity”of the position setting method restricts professional development.There are issues such as the need to adjust the structure of professional and technical positions,and vacancies in management and skilled worker positions.Conclusion It is suggested to facilitate the integration of non-permanent staff into the establishment management system,dynamically adjust position setting plans,and strengthen post-employment management.

关 键 词：公立医院 岗位设置 人力资源 聘后管理 

分 类 号：R197[医药卫生—卫生事业管理]