In practice, we can analyze and design differentiated performance pay system from the perspective of highlighting key points and making overall plans. So, how to solve the difference of performance pay in hospital departments?

Analysis on the difference of performance pay in hospital departments and its influencing factors Part I: This paper analyzes the basic situation and influencing factors of the difference of performance pay in hospital departments, and puts forward some countermeasures and suggestions for reasonably determining this difference.

Keywords: hospital; Performance pay; Difference; influencing factor

At present, there is a big difference in performance pay between hospital departments, which not only reflects the distribution policy of paying attention to efficiency and distribution according to work to a certain extent, but also effectively mobilizes the enthusiasm of employees. But is this huge difference in salary reasonable or needs to be optimized? What causes this difference is a question worthy of further discussion.

First, the hospital department performance pay difference analysis

The performance salary of hospital staff consists of basic performance (living allowance, post salary) and reward performance (hospital overall bonus and department bonus). Because there is a big difference in the amount of bonuses between departments, this objectively leads to the difference in performance pay among departments.

1, the profit of the sales department is good, but there are great internal differences.

Business departments include clinical departments, laboratory departments, radiology departments, ultrasound departments and other auxiliary departments. These departments are in direct contact with patients, meet the service needs of patients, generate corresponding expenses, bring economic benefits and make departments more effective. However, there are also great internal differences among these departments. According to the survey data of 25 departments in Medscape: 2011kloc-0/2, the incomes of radiologists, orthopedic surgeons, cardiologists, anesthesiologists and urologists with the highest incomes reached 365,438 in 20 12.

2. The performance pay of functional departments is relatively general, but the internal differences are very small.

The functional departments mainly include Party Committee Office, Propaganda Department and other party and mass departments, hospital office, human resources department and other administrative departments, as well as logistics departments. Generally, these departments do not directly generate income, so their performance pay is relatively low. For example, in the General Hospital of Angang Group, which is publicly reported by the media, the average income of ordinary employees (including nursing and logistics departments) is less than 2,000 yuan, while the income of some department directors exceeds 10,000 yuan.

Second, the analysis of the influencing factors of the performance pay difference in hospital departments

From the inside of the hospital, the management mode of performance pay distribution, the difference of technical requirements of different departments, the difference of staff's work intensity and working environment are all the reasons for the difference of performance pay between departments, and they are also the elements that hospitals must grasp to improve the differentiated performance pay system.

1, the characteristics of the department itself form the difference of performance pay.

First of all, each department has its own functional orientation, which requires employees in different departments to have different technical levels, share different medical service tasks and perform different responsibilities. This not only requires employees to pay different degrees of labor, but also has different requirements for employees' medical level, which inevitably requires employees in different departments to have different performance salaries, otherwise it will be difficult to mobilize the enthusiasm of employees and lead to unfair phenomena. Secondly, the hospital's development strategy for each department will also lead to differences in performance pay. Each hospital has its own development priorities, and these key development departments will undoubtedly get more development resources, which will not only attract more patients, but also introduce all kinds of high-level medical technicians who require higher performance pay, so that the performance pay of these departments is relatively high.

2. Work environment and work intensity affect the difference of performance pay.

First of all, the labor intensity of different departments in hospitals varies greatly. For example, clinical departments not only need direct contact with patients to diagnose and deal with their illness, but also need to spend a lot of time studying related businesses and improving their own abilities, while some departments are relatively relaxed and have relatively low work intensity, thus forming performance differences. Secondly, the technical requirements of hospital departments for employees are very different. For example, departments such as cardiology require doctors to have rich theoretical knowledge and practical experience, which also leads to differences in technical requirements that hospitals must consider when conducting performance appraisal. Thirdly, the working environment of various departments in the hospital is very different, such as radiology and surgery, which may be exposed to various radiation, so it should be considered in performance pay.

3. The hospital salary distribution system affects the difference of performance pay.

First of all, the overall salary distribution scheme of the hospital affects performance pay. Generally speaking, hospitals will pay their employees according to their overall income, and the size of this ratio will become a factor affecting the difference in performance pay. Secondly, the wage distribution system of hospital departments affects the difference of performance pay. At present, most hospitals adopt the distribution method of the income of hospital assessment departments and internal staff, but different distribution methods will be adopted for different departments, such as radiology, laboratory, ultrasound and other departments. The amount of performance pay should be calculated based on the income after deducting the depreciation of fixed assets. If the hospital does not eliminate this depreciation, the performance salary of such departments will inevitably increase substantially.

Thirdly, how to reasonably determine the difference of performance pay in hospital departments?

Performance pay advocates differentiation, but how to rationalize and control this differentiation? On the basis of fully considering the workload, quality and technology, public welfare and other indicators, it is a reasonable choice to determine the distribution mode of performance pay by the relative value ratio of resource input. In practice, we can analyze and design differentiated performance pay system from the perspective of highlighting key points and making overall plans.

1. Give prominence to key points and promote the rationalization of performance pay differences.

It is emphasized that hospitals should break through the key points of determining performance pay scheme according to income, and focus on grasping the differentiation of performance pay in some departments of hospitals. First of all, hospitals should grasp the performance pay of clinical department staff, and determine their performance pay according to the work intensity, patient treatment costs, patient mortality and other indicators to avoid the problem of low clinical front-line income. Secondly, hospitals should grasp the performance pay of grass-roots departments. Some departments, such as research institutes in hospitals, are of great value to the long-term development of hospitals, although they do not directly create income for hospitals, and their performance pay should be reasonably determined.

2. Make overall plans to ensure that the difference in performance pay of the department is controllable.

First of all, the hospital should determine the performance salary of each department according to its own development needs and the overall profitability of the hospital. For profitable departments, they can be allocated according to the profitability, and for unprofitable departments, they can be determined according to the average level of hospitals and the efforts made in the development of departments. Secondly, the hospital should reasonably adjust the difference of performance pay between departments, avoid excessive differences between departments, and prevent some clinical departments from taking some immoral behaviors for greater interests, such as? Robbing patients? Still right? Reject critically ill patients? .

3, dynamic adjustment to maintain the performance pay difference.

First of all, the hospital should strengthen research, dynamically analyze the performance pay of each department, compare the changes of performance pay, and analyze whether it is coordinated with the overall wage changes and regional wage levels in China, and adjust the uncoordinated and unreasonable points to avoid forming a solidified performance pay system. Secondly, the hospital should strengthen the analysis of performance pay in other hospitals, analyze the positioning of hospital pay in the market, and adjust the pay strategy in real time according to the needs of hospital development, such as taking the lead strategy for some departments, taking the follow strategy for non-key construction departments, and building a hospital pay system to better play the role of performance pay in attracting and retaining talents.

References:

[1], Zhao, Hospital performance pay should reflect the labor value of medical staff [J]. China Health Economics, 20 12(9)

[2] Chen Yaguang, Huang Erdan, Cheng Jiang, Huang. Research on the fairness of performance-based salary distribution in public hospitals [J]. China Hospital Management, 20 12(9)

Discussion on hospital information security Part II: With the continuous reform of the medical system, the application of information technology in hospital daily management is more and more extensive and in-depth. The daily business of hospitals is increasingly dependent on information systems and related hardware, and the security of hardware facilities, information systems and network environment is becoming more and more important. Whether its information system is safe and stable will directly affect the normal work of the hospital. On the other hand, it may also affect the level and management of medical services in hospitals. Therefore, the security and reliability of hospital information are particularly important, so that hospitals take various technical measures to ensure the security and consistency of system operation and business data.

Hospital information system mainly includes: HIS system, PACS system, LIS system, hand anesthesia system, electronic medical record, etc. The data contained in these systems basically include all the data of hospitals. This requires the hospital to establish a sound information system to ensure the safety, integrity and timeliness of information, and to ensure that data can be preserved for a long time and will not be illegally accessed.

1 Hardware facilities construction

Taking our hospital as an example, when storing a large amount of data, the First People's Hospital of Jining City uses disk array to efficiently connect application services and data storage through optical fiber interface, which not only improves the security, but also ensures the high transmission rate. At the same time, two designated disk arrays can synchronize the data in the two disk arrays through replication technology to realize data redundancy and ensure the safety of hospital data. At the same time, in order to ensure the space problem that may be occupied by data growth in the next five years, the capacity of centralized storage equipment shall not be less than 5TB, and the capacity of centralized backup equipment shall not be less than 5TB. In order to realize the effective management of the disk array, we have established an efficient, stable, reliable and safe management platform, and applied high-performance and high-reliability large-capacity storage equipment to integrate the relevant data of the information system to form a storage network and data storage center, thus ensuring the security and scalability of the data.

2 database information security

Database is one of the cores of hospital information system, so the information security of database plays an important role in the whole hospital information security. In order to ensure the safety of hospital data and information, the First People's Hospital of Jining City, under the premise of strict hardware guarantee, has formulated a maintenance system and operating norms focusing on daily management.

First of all, set the access authority of the database. Our hospital adopts a special person to be responsible for the access to the database, and the user name and password are needed to access the database. And record the user's key data operations for subsequent audit;

Then it is divided into three roles, namely, the database server administrator, who has the highest authority and bears the main responsibility for data security, and the system administrator, who is responsible for the maintenance of different databases and the corresponding system database security responsibilities; Ordinary users can record data, but cannot modify the data structure, and are responsible for the integrity and validity of data records;

Then, the user's authority management of external system data docking is carried out, and the system administrator is responsible for providing account information for external system docking and allocating corresponding authority to prevent the external system from having a disastrous impact on this system data;

Finally, the key data monitoring mechanism is to realize real-time monitoring of database access. In order to prevent human error, our hospital purchased database monitoring software, which can monitor anyone's access to the database and do specific work at any time, effectively preventing human damage and protecting patients' privacy.

3 network system security

Due to the particularity of the daily business of the hospital, it is necessary to ensure that the network communication runs 7x24 hours without faults, so as to ensure that the diagnosis and treatment data and monitoring information are recorded accurately in real time and provide reliable reference for clinical medical treatment. Once there is a long-term network failure and there is no scientific emergency plan, it will cause data loss and bring irreparable losses to hospitals and patients.

According to the actual situation, our hospital implements separate access to the internal and external networks, which makes the data in the internal network unable to be accessed by the external network and ensures the security of information access. At the same time, our hospital adopts bus topology in network structure, equipped with two Cisco WS-C29 18 core switches, and adopts dual-machine balanced mode, which realizes the link redundancy and network redundancy of key services and ensures the stable operation of the network.

In order to ensure the security and efficiency of communication, all core switches are connected with the switches in each building or floor, especially where the outpatient building and the computer room are connected, and the dual-core working mode of switches is adopted to ensure the stability of daily communication services. At the same time, the network structure does not exceed three layers, and VLAN is divided in detail according to each layer to realize the independence of the network of each ward building. In this way, when there is a problem, the source of the problem can be judged in time, and the problem can be solved in time, thus effectively ensuring the stability of the network.

label

The importance of hospital information system security for every hospital is self-evident. The security and management of its system are a whole. Only when the management strategy can be effectively implemented and the system can keep pace with the times can the safety goal be achieved. At the same time, it is also a complex system engineering: on the one hand, from the technical level, improve the professional technical level of hospital information management personnel and improve the technical support ability for hardware, software and network; On the other hand, from the rules and regulations, it is necessary to improve the daily management workflow, strengthen the supervision of internal users, improve the safety awareness of internal personnel, and make the hospital information system provide possible data support for clinical medical treatment and management.

refer to

Archie Gully. Analysis and Strategy of Hospital Database Data Security Maintenance [J]. China Medical Devices, 20 1 1.

[2] Chen, Ma, Guo Zhenhua. Computer Center Hospital Information System Security and Management Construction of Taizhou Hospital, Zhejiang Province. China Medical Device Information, 20 10(03).

[3] Yan. Analysis of hospital network security application measures [J]. Computer development and application, 20 14( 12).

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