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自2006年下半年以来,我们在杭州市第一人民医院分院探索“绩效工资分配”改革,以实施“岗位工资制度”和“绩效奖金制度”改革为前提,真正做到了以事设岗,以岗择人,以岗定薪,绩效挂钩,多劳多得,能上能下,动态管理。从而有效地发挥了“绩效工资分配”的激励机制,凝聚了职工人心,极大地调动了职工的工作积极性,取得了两个效益双丰收。其经验体会:(1)领导班子转变观念和敢于碰硬是关键;(2)过程细化,实践中不断完善方案很重要;(3)注意各方利益博弈,尤对老职工的利益冲突要予以充分考虑;(4)必须重视医院文化建设。
Since the second half of 2006, we have explored the reform of “performance salary distribution” in the branch of Hangzhou First People’s Hospital and implemented it on the premise of the reform of “post salary system” and “performance bonus system” In order to set up post, to Gang select people, post fixed salary, performance-linked, more work and more, can go up and down, dynamic management. Thus, the effective incentive mechanism of “performance salary distribution” has been effectively utilized, the staff and workers’ hearts have been gathered, mobilization of the enthusiasm of staff and workers has been greatly enhanced, and two bumper harvests have been achieved. Experience: (1) leadership is the key to change concepts and the courage to touch it; (2) the process of refinement, it is important to constantly improve the program in practice; (3) pay attention to the interests of all parties, especially the conflict of interests of old workers to be Fully consider; (4) must pay attention to the hospital culture.