Analysis of hospital departmental performance pay differences and their influencing factors
In practice, you can analyze and design a differentiated performance pay system from the perspective of highlighting the key points and taking into account the overall situation. So, how to solve the hospital department performance pay differences?
Hospital department performance pay difference and its impact factors analysis Part I:
Abstract: This paper analyzes the basic status quo of the hospital department performance pay difference and its impact factors, and puts forward the countermeasures to rationally determine such differences in the proposal.
Keywords: hospital; performance pay; differences; influencing factors
At present, the hospital department performance pay difference between the larger, which both to a certain extent reflects the focus on efficiency, according to the distribution of distribution policy, but also effective mobilization of the enthusiasm of the staff, but this larger pay difference is reasonable or whether it is needed to Optimization? What are the factors that lead to this difference is a question that deserves further in-depth discussion.
First, the hospital department performance pay difference analysis
Hospital employees' performance pay by the basic performance (living allowances, postal salary) and incentive performance (the hospital overall bonuses and departmental bonuses) and so on, due to the amount of bonuses between departments there are large differences, which objectively leads to the departmental performance pay between the Difference.
1, business department benefit but internal differences
Business departments including clinical departments, testing, radiology, ultrasound and other auxiliary departments, these departments directly contact with the patient, to meet the patient's service needs, and incurred the corresponding costs, brought the economic benefits, making the department benefit better. However, there are also large internal differences between such departments. Data from the Medscape: 2011-2012 Survey of U.S. Physician Compensation, which surveyed 25 departments, showed that in 2012, the top-ranking radiology and orthopedic surgery, cardiology, anesthesiology, and urology physicians earned $315,000, $314,000, $309,000, $309,000, respectively, and the internal differences were more obvious.
2, functional departments performance pay is relatively general but the internal differences are very small
Functional departments mainly include the Party Committee Office, Propaganda Department and other departments of the party group, the hospital office, the Department of Human Resources and other administrative departments, including the logistics department, these departments in general will not directly generate income, so in general, these departments of the performance of the wage is relatively low, such as the media public reports of the General Hospital of the Anshan Iron and Steel Group, the hospital, the hospital, the hospital, the hospital, the hospital, the hospital, the hospital, the hospital and the hospital.
Second, the hospital department performance pay differences in factors affecting the analysis
From the internal view of the hospital, performance pay distribution management methods, different departments on the technical and other requirements of the differences, as well as the intensity of the work of employees and differences in the working environment are all the reasons for the performance pay differences between departments, but also hospitals to improve the differentiated performance pay system must be grasped elements. The system must grasp the elements.
1, the department's own characteristics of the formation of performance pay differences
First of all, each department has its own functional positioning, this functional positioning requires that the department staff with different levels of technical skills, sharing different medical tasks, to perform different responsibilities, which not only requires employees to pay a different degree of labor, but also on the level of medical care for employees and other requirements there are also differences, which inevitably require different departments staff performance pay. Inevitably require different departments staff performance pay differences, otherwise it is difficult to mobilize the staff's `motivation, will also lead to unfair phenomenon. Secondly, the hospital's development strategy for each department will also lead to differences in performance pay, each hospital has its own development focus, these key development departments can undoubtedly obtain more development resources, not only to attract more patients, but also the introduction of a variety of high level of medical and technical personnel with high performance pay requirements, which makes the performance of these departments of the performance of the pay is relatively high.
2, the working environment and work intensity affect the performance of the wage difference
First of all, the hospital between the labor intensity of each section of the larger differences, such as clinical departments not only need to directly contact with the patient and diagnosis, the condition of the treatment, but also need to spend a lot of time studying the relevant business, in order to improve their own ability, and part of the section is relatively easy, the intensity of the work of a relatively small, thus forming the performance of the wage difference. Less, thus forming a performance difference. Secondly, the hospital departments on the technical requirements of employees vary greatly, such as cardiology and other departments require doctors to have a wealth of theoretical knowledge and practical experience, this difference in technical requirements also leads to hospitals in the performance appraisal must be taken into account. Again, the hospital departments of the working environment there are large differences, such as radiology, surgery may be subject to a variety of radiation, and therefore to be considered in the performance pay.
3, the hospital salary distribution system affects the difference in pay for performance
First, the hospital's overall salary distribution program affects the pay for performance, in general, the hospital will be based on their own overall income, in accordance with a certain percentage of the employees, and the size of this ratio becomes the factor that affects the difference in pay for performance. Secondly, the hospital department salary distribution system affects the performance wage difference, most of the current hospitals take the hospital assessment of departmental revenue, departmental assessment of internal staff revenue distribution, but for different departments will take different distribution methods, such as radiology, testing, ultrasound and other departments of the performance payroll amount to be calculated on the basis of income excluding depreciation of fixed assets, if the hospital does not exclude such depreciation, this kind of The performance pay of the department is bound to increase dramatically.
Three, rationally determine the hospital department performance pay difference in thinking
Performance pay is advocating the differentiation, but how this differentiation is rationalized, controllable? In full consideration of the workload, quality and technology, public welfare and other indicators, based on the relative value of resource inputs based on the relative value of the ratio to determine the distribution model of performance pay is a reasonable choice. In practice, you can analyze and design a differentiated pay-for-performance system from the perspective of highlighting the key points and taking into account the overall situation.
1, highlighting the focus to promote the rationalization of performance pay differences
Highlighting the focus that the hospital to break through the program to determine performance pay based on income, focusing on grasping the hospital part of the department performance pay differentiation. First of all, the hospital to grasp the clinical departments staff performance pay, according to the clinical front-line staff work intensity, patient treatment costs, patient mortality and other indicators to determine its performance pay, to avoid the emergence of clinical front-line income is too low. Secondly, the hospital should grasp the performance pay of basic departments, some departments such as hospitals within the Institute, although not directly create income for the hospital, but the long-term development of the hospital has an important value, to reasonably determine its performance pay.
2, take into account the protection of departmental performance pay difference controllable
First of all, the hospital should be based on their own development needs, according to the hospital's overall level of profitability, in accordance with the principle of fairness and reasonableness of the determination of the performance of various departments, for the profitability of the department can be based on the profit to be allocated, for the department does not have the ability to profitability can be based on the average level of hospitals, departments, development efforts and so on. For departments that are not profitable, they can be determined according to the average level of the hospital, the efforts made in the process of development, and so on. Secondly, the hospital should be reasonable to regulate the difference in performance pay between departments, to avoid the formation of too large a difference between departments, to prevent some clinical departments to fight for greater revenue and take some unethical behavior, such as? Robbing patients? or to? Refusing to admit critically ill patients?
3, dynamic adjustment to maintain performance pay differences
First, the hospital should strengthen the research, dynamic analysis of the performance pay of each department, compare the changes in performance pay, analyze whether it is coordinated with the overall wage changes in our country, and whether it is coordinated with the level of remuneration in the region, which is inconsistent with the irrationality of the adjustments to avoid the formation of a solidified performance pay system. . Secondly, the hospital should strengthen the analysis of other hospitals in various departments of performance pay, analyze the position of the hospital salary in the market, and according to the needs of the hospital's development in real time to adjust the salary strategy, such as part of the department can take the leading strategy, the non-focus on the construction of the department to take follow the strategy, as a way to build the hospital salary system, to better play the performance of payroll in the attraction of talent, retention of talent role.
References:
[1]Li Xinmin, Zhao Hongzheng, Zhang Shaojun. Hospital performance pay should reflect the value of medical labor [J]. China Health Economy, 2012(9)
[2]Chen Yaguang, Huang Erdan, Cheng Jiang, Zhang Zhen, Huang Xiangwen. Research on the fairness method of performance pay allocation in public hospitals[J]. China Hospital Management, 2012(9)
A few points of discussion on the security of hospital information Part II:With the continuous reform of the medical system, the application of information technology in the daily management of hospitals has also become more and more extensive and deeper, the hospital's routine business of the information system and the related hardware dependence on the degree of increasing, hardware facilities, information systems and network environment of the security appears to be more and more important. The security of hardware facilities, information system and network environment becomes more and more important. The security and stability of its information system will directly affect the normal work of the hospital, and from another point of view, it may also affect the level of medical services and management of the hospital. Therefore, the security and reliability of hospital information is particularly important, so much so that the hospital through a variety of technical measures to ensure the operation of the system and business data security and consistency.
The hospital information system mainly includes: HIS system, PACS system, LIS system, hand anesthesia system, electronic medical records, etc.; the data contained in these systems basically encompasses all the data of the hospital. This requires the hospital to establish a perfect information system to ensure the security of information, integrity, timeliness, to ensure that the data can be stored for a long time, and not be illegal access.
1 construction of hardware facilities
In my hospital, for example, the First People's Hospital of Jining City, in a large amount of data storage, the use of disk arrays, through the fiber optic interface will be the application of services and data storage to efficiently docking, in order to improve the security of at the same time, but also to ensure that the transmission of high-speed. At the same time two of these designated disk arrays can be replicated between the two disk arrays through the replication technology, the synchronization of the data in the two disk arrays, to achieve data redundancy, to ensure the safety of the hospital's data. At the same time, in order to ensure that the data growth in the next five years may occupy the space problem, the design of the centralized storage equipment capacity of not less than 5TB, the centralized backup equipment capacity of not less than 5TB. in order to achieve effective management of disk arrays, we set up a highly efficient, stable, and reliable security of the management platform, the application of high-performance, high reliability of large-capacity storage equipment for information systems related data Integration, the formation of storage networks and data storage centers, to ensure the security and scalability of the data.
2 database information security
The database is one of the core of the hospital information system, so the database information security in the entire hospital information security status can be said to be pivotal. The first people's hospital in Jining City, in order to protect the safety of hospital data and information, in the implementation of a strict hardware security premise, focusing on the daily management of the development of a maintenance system and operating norms.
First of all, set the database access rights, access to the database of our hospital to take special responsibility, access to the database is required to provide a user name, password; and the user's key data operations to record, in order to prepare for future tracking and auditing;
And then divided into three roles, that is, the database server administrator, the highest authority to assume the main responsibility for data security, the system administrator, respectively, responsible for different databases and data security. System administrators, respectively, are responsible for the maintenance of different databases, assume responsibility for the corresponding system database security; ordinary users, able to data records, can not modify the data structure, the integrity of the data records, the validity of the responsibility;
Next, the external system data docking user privilege management, by the system administrator is responsible for external system docking to provide account information and assign the appropriate permissions to prevent the external system from causing catastrophic damage to the system data.
3 Network System Security
Due to the special nature of the hospital's daily business, it is necessary to ensure that the network communication 7x24 hours trouble-free operation, in order to ensure that the diagnosis and treatment data and guardianship information real-time and accurate record, to provide reliable reference for clinical medical treatment, once a long time network failure, and no scientific emergency program.
These are the first time that we have seen a network failure in a long time, and there is no scientific contingency plan.
Our hospital, according to the actual situation, the implementation of the internal and external network separate access, intranet data can not be accessed by the external network, so as to ensure the security of access to information, while the hospital in the network structure of the bus-type topology, the core switch is a two sets of Cisco WS-C2918, the use of dual-machine balanced mode, to achieve the key business link redundancy and network redundancy, to ensure the stable operation of the network.
In order to ensure the security and efficiency of communication, the core switch and each building or floor switches are all connected by dual fiber optic connections, especially in the various outpatient buildings and machine rooms are connected to the switch dual-core work mode, to ensure the stability of the daily communication services. At the same time, the network structure does not exceed three layers, according to the detailed division of each floor VLAN, the realization of the independence of each ward building network, so that when the problem occurs, you can timely determine the source of the problem, solve the problem in a timely manner, a strong guarantee of network stability.
Conclusion
The importance of hospital information system security is self-evident for every hospital at present; its system security and management is a whole. Management strategies can be implemented in a practical and serious manner, the system can be with the times, in order to achieve the goal of security. At the same time, this is a complex systematic project: on the one hand, from the technical level, to improve the professional and technical level of hospital information management personnel, to improve the technical support capabilities of hardware, software and network; on the other hand, from the rules and regulations, to improve the day-to-day management workflow, to strengthen the supervision of the internal users, and to improve the security awareness of the internal staff, so that the hospital information system for the clinical and management of the data support possibilities. The company's main goal is to provide the best possible data support for clinical care and management of the hospital's information system.
References
[1]Aziz Guli. Analysis and strategy of hospital database data security maintenance[J]. China Medical Equipment, 2011
[2]Chen Lingping, Ma Zongqing, Guo Zhenhua. Construction of security and management of hospital information system in computer center of Taizhou Hospital, Zhejiang Province on.
[3]Yan Haiwei. Hospitals in the network security on the application of measures to analyze [J]. Computer development and application, 2014(12).
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