The current situation of human resources management in public hospitals and flexible management strategies paper

Paper on the Current Situation of Human Resources Management and Flexible Management Strategies in Public Hospitals

In daily study and work life, everyone will inevitably come into contact with papers. With the help of papers, you can effectively train Our ability to apply theory and skills to solve practical problems. In order to make it easier and more convenient for you to write the paper, here is a paper I compiled for you on the current situation of human resource management and flexible management strategies in public hospitals. I hope it can help you.

Abstract: Using the theory of human resource flexibility management for analysis, it was found that there is a general lack of comprehensive understanding of the importance of human resource management, the standardization of talent recruitment and the lack of comprehensive understanding of human resource management in public hospitals in China. Insufficient scientific knowledge, lack of effective human resources training, and insufficient effectiveness of career planning and salary incentive mechanisms, etc. Suggestions such as updating human resource management concepts, building a flexible training system, formulating and implementing employee health plans, and promoting flexible management are proposed.

Keywords: public hospitals; human resources; flexible management;

An important problem currently faced by hospitals is the obvious shortage of medical technical human resources, and public hospitals are no exception. If human resources can be managed in a flexible manner and based on overall overall arrangements, it can promote the optimization and integration of medical human resources, improve resource utilization, meet the needs of medical services, reduce the intensity of medical work, and alleviate the stress of medical technicians to a certain extent. work pressure, thereby promoting the stable and orderly development of public hospitals.

1. Overview of relevant theories

(1) Human resource management

In organizational management activities, the function of human resource management has a strong foundation , laying the foundation for the realization of organizational management goals. The so-called human resources management is to take human resources as the object, implement rational allocation, scientific management and effective development, and manage human resources with modern and scientific methods under the requirements of organizational development strategy. Human resource management can influence people's attitudes, behaviors and performance, encourage individuals to maximize their use of their talents, and ensure the effectiveness of management.

This article mainly discusses the research on human resource management from two aspects: hard function and soft function. The hard function management model has rigid characteristics. It mainly adopts reward and punishment system management and disciplinary requirements. It is not flexible enough and relies on strict management regulations to implement management in personnel recruitment, training, performance appraisal, labor and personnel relations, etc., which is a soft function. Functional management provides the basis for implementation. Soft function management is a flexible model that mainly implements management based on psychological and behavioral rules to supplement hard function management. It is committed to tapping the inner potential of employees through personalized and democratic management to promote the realization of management goals. There is a mutually reinforcing relationship between hard function management and soft function management, which plays an important role in promoting the healthy development of organizational management. In management activities, the two need to be coordinated to promote the effective role of human resources and ensure the maximum effectiveness of personnel management.

(2) Hospital human resources management

From the perspective of hospital human resources management, its material basis is employees, and the labor force contained in employees is the human resources of the hospital. Hospital human resources cover a wide range, including management, grassroots technical personnel, medical technology experts, logistics personnel and other employees. The value of their labor capacity is directly related to the value of hospital human resources. Within the hospital, human resources are unique production factors, occupy an important position in the hospital resource system, and should be utilized scientifically. In the process of social development, the medical and health industry provides special services to maintain human life and health. Compared with other industries, its employees have high occupational risks and highly comprehensive knowledge, which requires long-term in-depth study and practice and rich professional knowledge. At the same time, society, patients and their families often have high expectations for treatment, so medical staff should diagnose and treat diseases strictly, accurately and scientifically. Life therapy is special. Patients often choose to tell doctors their psychological and physiological secrets. As doctors, we need to protect the privacy of patients. This requires medical workers to have high professional ethics, medical ethics and legal literacy. This is also the core of medicine. The specific embodiment of ethics.

(3) Human Resources Flexibility Theory

In 1984, British scholar Atkinson J first proposed the application of flexibility theory in "Human Resources Flexibility Strategy". The understanding of flexible management of human resources, from an organizational perspective, is to have organizational response capabilities and follow-up processing capabilities in the face of emergencies. When faced with differentiated levels and models of human resource needs, organizational managers should objectively analyze conditions and ensure the flexibility of self-management and control. Flexible management of human resources refers to taking human resources as the object in the human resources management process, starting from the number of employees, work content, time, etc., and using flexible management methods to modify and schedule.

In the academic field, human resource flexibility is mainly divided into four types. One is functional flexibility, which means that the organization can respond to changing tasks under any conditions and make timely adjustments based on the specific skills of employees. Effective deployment. Functional flexibility requires employees to master differentiated skills and ensure timely response when faced with changing tasks. This requires enriching work content, expanding work scope, and conducting job rotation to ensure the diversification of employee skills. The second is quantitative flexibility, which refers to the flexible allocation of employees in the management process to ensure that actual needs are met under changes in the internal and external environment and enterprise development requirements. In order to ensure flexibility, human resources need to be adjusted in a variety of ways, such as outsourcing, part-time work, labor dispatch, long-term employment, etc.; vacation methods should also be flexible, such as overtime, paid leave, rotation, etc. In this way, the shortcomings of the traditional fixed employment method can be overcome, and the organizational operating costs can also be scientifically controlled. The third is time flexibility, which means that based on individual development needs, managers give employees sufficient personal time outside of working hours. The calculation method of working time is flexible, which facilitates reasonable arrangements for employees’ working time. Employees’ personal work With good adaptability, life needs can be met, and employees can enjoy autonomy. This will help stimulate employees' work enthusiasm, reduce the probability of violations of regulations and disciplines, promote significant improvement in work efficiency, and significantly improve the effectiveness of organizational personnel management. The fourth is salary flexibility, which means that the determination of salary needs to be based on certain assessment standards. This can form a positive incentive for employees, link work results with salary, and truly realize getting paid according to work and getting more for more work.

(4) The connotation of psychological capital

In the late 1990s, the concept of psychological capital was proposed and has been applied in fields such as economics, investment and sociology. Psychological capital is a competitive factor and is more competitive than human capital and social capital. The so-called psychological capital refers to the outstanding psychological state displayed in the process of individual growth and development based on the individual life stage. Individual growth and development are promoted by the accumulation of psychological capital. It can be said that psychological capital plays a role in promoting the completion of work tasks. plays an important role. Capital is not only reflected in human and material resources, but psychological factors are also crucial. In the development of modern society, the environment changes rapidly. In the human resources management process, it is necessary to grasp the psychological capital of employees in order to understand the internal situation of the organization, ensure the timely discovery of problems, and formulate scientific and targeted solution strategies, so as to provide Provide support for the sustainable and healthy development of the organization.

2. Current situation of human resources management in public hospitals

(1) Characteristics

The hospital human resources system is technology-intensive, with higher education and professional experience Managers with technical titles and directors are senior health human resources, have certain creativity, can promote the development of disciplines and hospitals, and have stronger innovation capabilities than ordinary employees. In the sustainable development of hospitals, it is necessary to clarify the important value of human resources. Medical talents have a long growth cycle and require large investment costs, so the value of talents is high. The safe and smooth completion of treatment work often requires the cooperation of various departments and expert groups, and the joint efforts of the team. Therefore, it is difficult to evaluate and judge individual performance, and the hospital's salary system is also relatively complex. Within public hospitals, employees are required to have excellent scientific thinking and innovative abilities, and to use their professional talents at work to gain social recognition. If their own value cannot be realized, employees will often choose to find another job, so the talents in public hospitals are highly mobile. With the rapid development of modern society, medical professionals must actively update their professional knowledge and improve their professional standards so that they can be better qualified for their jobs.

(2) Achievements

First, the personnel recruitment system has been implemented. With the continuous development of health organizations, the concept of talents is gradually updated, job setting and management are more scientific, and employment forms are more diverse. The implementation of the personnel employment system has eliminated traditional geographical boundaries, and various forms of appointment, recruitment, and professional title appointment have broken the lifelong vocational and technical position system. The second is the reform of the distribution system. Distribution systems in various modes such as performance compensation and job wages break egalitarianism and highlight the value of core and risk positions in the hospital. Under the performance pay system, the production factors, technical titles, risks, responsibilities, etc. that participate in the distribution can be concentrated on professional skills and management levels, and employees' enthusiasm is fully mobilized, creating space for their knowledge value and labor value to be exerted, which helps to promote Hospital development. The third is the implementation of the personnel agency system. The implementation of the personnel system reform in public hospitals has effectively mobilized the enthusiasm of agency medical staff and solved the problem of blocked flow of professional and technical personnel. For public hospitals, it can consolidate the foundation of flexible personnel management and flexibly allocate human resources to reduce costs. But at the same time, many problems have been exposed, including the lack of social security system, reduced occupational safety, unclear career planning, etc., which urgently need to be solved by updating the concept of human resources management.

(3) Outstanding problems

First, the importance of human resource management is not fully understood. The nature of the hospital is special, and there is a widespread belief that the best in medical treatment will lead to the best. Although the medical technical level of medical technicians is relatively high, the overall development and operation of the hospital is not in place, and the leadership lacks professional management knowledge, which will also make it difficult to achieve expected performance. At present, many public hospitals do not correctly understand the importance of human resource management in hospital development. They believe that human capital investment lacks visible benefits and emphasizes short-term benefits over long-term benefits. Second, the recruitment of talents is not standardized and scientific enough. The development of the market economy has promoted the expansion of public hospitals, and the demand for clinical medical personnel has also increased significantly. Due to the limited number of staff on staff, the hospital recruits contract employees to meet clinical work needs. Although the hospital adopts an equal pay system for equal work, employees still feel that they are treated differently and lack a sense of security, and their enthusiasm and stability in participating in medical services are also affected. The third is the lack of effective human resources training and career planning. Through training, the value of human resources can be enhanced, the knowledge and ability of medical personnel can be improved, and the quality of medical work can be improved. There is a lack of scientific planning in the hospital's standardized training, insufficient management uniformity, and an incomplete training system that cannot meet the actual needs of the hospital and cannot provide guidance for individual career development. Public hospitals urgently need to establish standardized and perfect training plans and evaluation systems, which are related to the comprehensive development of the hospital. At present, public hospitals do not pay enough psychological attention to contract workers, resulting in their lack of sense of belonging to the hospital, lack of sense of responsibility and lack of enthusiasm for work. In addition, the rationality of human resource allocation can be judged by the compatibility of personnel and positions, which requires attention to job analysis and giving full play to the advantages of human resources. Fourth, the effectiveness of the salary incentive mechanism is insufficient. The salary mechanism of public hospitals is mostly a performance-based salary system. Employee income is composed of job salary, performance salary, bonus, etc. The employee's length of service and professional title are the main factors in determining salary, which makes the performance contribution of medical staff inconsistent. It has not been taken seriously, the advantages of the salary system have not been brought into play, and the qualifications framework still constrains the practice of the salary mechanism. In the annual assessment, morality, ability, performance, etc. are used as the unified assessment standards for medical personnel. The generalized performance assessment system cannot accurately reflect the work results of different positions and personnel. The performance assessment lacks scientificity and cannot evaluate professionals with high labor value. To implement incentives, the distribution model according to work in public hospitals needs to be further improved.

3. Flexible management strategy of human resources in public hospitals

(1) Update the concept of human resources management and improve the flexible management mechanism of human resources

In the development process of public hospitals , we must pay attention to human resources management, and through the use of flexible management models, we can significantly improve the effectiveness of human resources management. Based on this, it is necessary to update the concept of human resources management and regard human resources as the primary resource to enhance the core competitiveness of public hospitals, better adapt to changes in the social situation, and improve hospital management efficiency.

Based on the characteristics of the medical industry, the realization of flexible management of human resources requires a full ideological awareness of the important value of human resources, a true love and cherishment of talents, and then retaining talents to provide assistance for the development of the medical industry. Foreign countries mainly adopt a systematic and classified management method, implement differentiated management in terms of training and salary, and use standardized training to improve the level of doctors in the same category. Developed countries use professional management training to improve the theoretical level and practical ability of medical workers to ensure ideal results in health planning, operational efficiency and risk management. All work is promoted with human resources as the first resource.

In the flexible management of human resources in public hospitals, it is necessary to improve the human resources management system, clarify talent standards, vigorously promote talent training, continuously improve echelon building plans, and promote the improvement of human resources management effectiveness. Hospitals are highly professional and need to actively improve their organizational structure, management model, organizational hierarchy, etc. in long-term practice to ensure that they are consistent with actual conditions. In terms of improving the human resources management system, it is necessary to formulate assessment management methods and salary systems, etc., and gradually improve them during implementation, implement the reward and punishment incentive system, scientifically reserve and adjust personnel, ensure the fairness and rationalization of human resources management, and enhance the hospital's Cohesion and core competitiveness. In the flexible management of human resources, the incentive mechanism constructed should be scientific and effective, which can mobilize employees' enthusiasm, stimulate their creativity, enhance employees' sense of professional identity, and ensure the effectiveness of performance appraisal. In the practice of hospital management, we need to pay attention to performance management, achieve compensation according to the position, stimulate employees' work motivation, and comprehensively improve the effectiveness of human resources management.

(2) Build a flexible training system and innovate human resource management practices

In order to ensure the effectiveness of human resource management in public hospitals, a flexible training system can be built to improve human resource management. Practice and innovate to comprehensively improve the comprehensive quality of medical staff so that they can better participate in various hospital tasks. In this regard, we should vigorously promote the construction of the training system, improve the training system, build a systematic training model, strengthen employees' learning awareness, create an excellent learning atmosphere within the hospital, introduce modern human resources management concepts and methods in practice, and promote human resources Efficient implementation of management work. As the medical workforce continues to grow, human resource management is also facing new opportunities and challenges. Therefore, in the human resources management process, it is necessary to pay attention to employee needs and use a flexible training system to explore employee creativity.

In the practice of flexible human resources management, a nursing team can be established across disciplines, clarify the responsibilities of the team members, pay attention to the actual situation of the patient, formulate a full-service plan, and ensure the standardization, personalization and predictability of treatment and care. , promote patient recovery, and also help improve patient satisfaction. In order to promote employees to learn from each other, professional development groups can be formed, such as psychology, rehabilitation, nutrition and other special groups. Employees are encouraged to participate in group activities based on their own interests, promote knowledge exchange, improve employees' enthusiasm for learning, and subtly provide scientific research and teaching to employees. capabilities to help them achieve better development. Hospital managers should mobilize the enthusiasm of department employees to participate in continuing education and encourage employees to improve their academic qualifications and knowledge levels through various channels. Medical staff should carefully study this professional knowledge, conduct in-depth clinical practice, and gradually improve their own medical technology. Managers can organize department employees to actively participate in training activities inside and outside the hospital, update their ideas and concepts in a timely manner, and master new knowledge and skills. The hospital can organize all nursing staff to carry out professional training and cultivate comprehensive and practical nursing talents.

Under the flexible management model, it is necessary to increase talent training. Hospitals should establish fair and scientific performance appraisal standards, mobilize employees' enthusiasm for work, enhance communication among themselves, adhere to a people-oriented approach, and promote the realization of employees' organizational goals. In formulating the training plan, it is necessary to set up new employee training and continuing education courses for old employees. The content of the courses should involve hospital culture, rules and regulations, salary and benefits, etc. Through the training of new concepts, new technologies and new methods, we improve the comprehensive quality of employees, encourage employees to actively learn and achieve results, and promote the value-added of human capital. Personnel training should also remain flexible, and management should be implemented in accordance with rules and regulations while maintaining a certain degree of flexibility. Medical staff are under high work pressure, so the training program developed by the hospital should be flexible, meet the needs of independent learning and independent management, and create an excellent environment for employee growth.

The formulation of the training plan should ensure the rationality of the time, content and target arrangements, and should not increase the burden on employees. An appointment system can be adopted to ensure that the training is scientific and flexible, and to effectively improve the training effect.

(3) Formulate and implement employee health plans to improve work efficiency

In order to ensure the effectiveness of flexible management of human resources, it is necessary to grasp the actual situation of public hospitals and scientifically formulate employee health plans. Standardize and implement it in practice to promote the improvement of hospital work efficiency. In actual work, it is necessary to respect the subject status of employees and pay close attention to their physical and dietary health. There are a large number of medical staff in public hospitals, and their work intensity is high and their loads are heavy, which places higher demands on the physical fitness of the staff. In order to ensure that hospital staff are qualified for their jobs and serve more patients, it is necessary to protect the health of employees. Supervising employees to have regular physical examinations is a feasible way. In addition, medical staff work intensively and have special needs for nutritious meals. Therefore, public hospitals should set up staff canteens to ensure convenient dining and reduce time consumption. They should provide personalized nutritious meals based on employee needs, actively develop new dishes, and promote Reasonable meals, ensuring balanced nutrition, and improving the scientific level of employees' diet can also make employees feel happy, thereby increasing their loyalty to the hospital.

In order to enhance the cohesion of the hospital, in the process of flexible management of human resources, it is necessary to vigorously improve the psychological quality of employees. Hospitals can organize and carry out health-themed activities, develop employee assistance plans, etc., and use specific projects to improve the psychological quality of employees. In public hospitals, medical staff account for a large proportion of the total human resources, and there are many employees in nursing positions. The management department can test the nurses' professional psychology from multiple angles, establish targeted assistance files, and open psychological The consultation hotline allows nurses to understand themselves and carry out targeted training. After daily work, nurses can be organized to carry out various recreational activities to relieve work stress, which is also conducive to improving the quality of nursing services.

The realization of flexible management of human resources in public hospitals requires attention to the implementation of humanistic care, ensuring the magnetization of management, strongly attracting employees, creating an excellent working environment, and promoting the full realization of individual and professional values. Under the magnetic mode, talent management plans can be formulated based on the current situation of human resources, providing educational support to employees, paying attention to individual career development, integrating the salary system with labor efforts, and improving employees' sense of belonging to public hospitals. Public hospitals can create a distinctive nursing culture, adhere to humanistic and innovative concepts, build a full-process high-quality nursing service chain, comprehensively improve the quality of nursing services, and establish modern safety management and quality management systems. Supported by a magnetic hospital management culture, it can promote the optimal allocation of human resources, stabilize the medical work team, strengthen humanistic care, encourage medical workers to convey warmth to patients, and improve the overall work level of the hospital.

(4) Promote flexible management and improve employee satisfaction

In the human resources management process of public hospitals, flexible management should be promoted in an orderly manner, the allocation of human resources should be optimized, and resources should be improved. utilization rate and promote employee satisfaction. The optimization of hospital human resources is crucial to improving the hospital's competitiveness. On the basis of clarifying the importance of human resources management, the hospital management department should improve the human resources management system, improve employee cognitive levels, and enhance the hospital's internal cohesion and centripetal force. . Implement hierarchical management of human resources, flexibly allocate and deploy existing medical technology human resources, and optimize organizational human resources to improve their utilization. In the process of flexible management of human resources, human resources can be flexibly utilized through external labor forms to promote their value, improve the quality of medical services, and reduce the labor intensity of medical staff. The flexible management model can promote human resource development and improve the efficiency of human resource use. It is a human resource development method with low investment and quick results. Nowadays, the medical work tasks in public hospitals have obviously increased, and the work pressure of employees is also relatively high. Under the flexible management method, special post designation, shift scheduling, calculation of working hours, etc. can be adopted to reduce the workload of employees and help employees arrange their own time. Coordinate work and life, improve employee satisfaction and enthusiasm for participating in scientific research. Employees gain space for self-development, which is conducive to stimulating their creativity at work and is also of great significance to the development of the department.

In order to promote the flexible management of human resources in public hospitals, it is necessary to allocate resources scientifically based on actual conditions, build a human resources reserve, promote the maximum use of talent value, and provide internal driving force for hospital development. In the new stage of development of modern society, the public's demand for health has increased significantly. However, the structure of medical services needs to be optimized, and the total service supply is obviously insufficient. This makes it necessary to establish a human resource reserve, dynamically allocate human resources, and strengthen employee responsibilities. awareness, stimulate their creativity, and promote various work in the hospital with high quality. In terms of nursing staff management, public hospitals can establish a three-level vertical management system. The director of the nursing department, chief nurse, and head nurse are responsible for the management of nurses and funds respectively, thereby standardizing the promotion of talent training, recruitment and deployment, and ensuring performance bonuses, Scientific management of special post allowances, scientific research funds and other funds. In order to ensure the healthy operation of the three-level management system, hospital employee representatives can form four major management committees to ensure the efficient development of management work from the four aspects of nursing work, quality management, teaching management and scientific research management. Establish a human resources allocation system based on reality, formulate management methods in emergencies, control labor costs in a refined manner, ensure a high level of medical management, comprehensively improve the level of resource allocation, and promote the realization of flexible management goals of human resources, thereby increasing the value of talents. Get the most out of it.

4. Conclusion

In the national medical and health system, public hospitals are an important component, and their distinctive features are public welfare and non-profit. The realization of flexible management of human resources in public hospitals can enhance the core competitiveness of the hospital. In order to promote the realization of this goal, it is necessary to continuously improve the human resources management system, optimize the allocation of human resources, adopt flexible management methods, formulate scientific talent training plans, improve the overall quality of employees, and advance all hospital work in an orderly manner. At the same time, hospital culture should be used to cultivate employees' sentiments, increase psychological construction, establish psychological contracts, and enhance employees' sense of belonging and loyalty to the hospital. Through the rational application of many exploratory and summative measures, we can promote the improvement of the flexible management of human resources in public hospitals and lay a solid foundation for the sustainable and healthy development of the hospital.

5. References

[1] Xing Di, Liu Zhijun, Ba Xue, etc. Research on human resource management issues in public hospitals in my country [J]. Human Resources Management, 2018,000( 001):184-185.

[2] Xing Yun. A brief discussion of existing problems and strategies in hospital human resources management [J]. World Latest Medical Information Abstracts, 2017(79):162.

[3]Wang Ting, Jiang Hong. Current application status of flexible scheduling in nursing human resources management [J]. Nursing Research, 2014(04):8-10.

[4] Zhao Changjun. Analysis of flexible management strategies of human resources in public hospitals [J]. Technology and Market, 2020(03):159-160.

[5] An Li. Nursing human resources management and allocation [J] ]. Chinese Journal of Coal Industry Medicine, 2012, 15(012): 2063-2063.

[6] Wang Jiandang. Implementing hospital human resources management based on job descriptions [J]. Human Resources Management, 2018(9):161-162.

[7]Fu Wenying. Discussion on the new model of nursing human resources in primary hospitals[J]. Chinese Journal of Medical Nursing, 2010,020(008):96-97 .

[8] Chen Fengying, Wu Xiaoqing, Dong Jie. Current situation and countermeasures of nursing human resources management in private hospitals [J]. Nursing and Rehabilitation, 2011, 10(006): 535-536.

[9] Qiu Shengping. A brief analysis of strengthening hospital human resources management in the new era [J]. Human Resources Management, 2011,000(001):92-93.

[10] Li Jiajun. Human Resources The role of resource strategy in hospital management [J]. Modern Hospital, 2010(09):117-118. ;