200 1 In order to optimize the service structure and improve the medical quality, Qufu Hospital implemented a "one-day list" system for inpatients in wards, which increased the transparency of charges and made patients clearly see the doctor. Carry out the system of "patients choose doctors" in outpatient department, carry out specialist outpatient service, really push doctors to the market and let patients choose, thus promoting the improvement of medical technology and service attitude.
Implement the reform of personnel distribution system
In 200 1 year, Qufu People's Hospital carried out the personnel system reform, implemented the method of competitive employment for middle-level cadres, and determined the objects of investigation through evaluation and speech defense, and was appointed by the dean. Qufu People's Hospital * * * has a total of 139 middle-level cadres competing for posts, and 92 people have taken the leading positions in departments through open competition. The majority of employees implement two-way selection and employment contract system. 552 employees in this hospital have been re-employed through two-way selection; 14 people who are close to retirement age and cannot go to work normally due to illness voluntarily report to the hospital and agree to internal retirement; Eight unemployed people were transferred to different posts and placed in appropriate posts.
Municipal hospitals implement performance-based wage distribution system.
On April 25th, 2002, Qufu People's Hospital formulated and formally implemented the implementation plan of performance-based salary distribution. According to the plan, the salary of hospital staff should be separated from the actual salary, which consists of two parts, namely, basic salary and performance salary. The basic salary is the full amount of my file salary minus the allowance. Performance pay consists of three parts: department economic benefit pay, workload pay and work attendance pay. Performance pay fully embodies the risk responsibility and contribution to the hospital. According to various inspection and assessment results, open grade distribution.
Performance pay has been implemented for one year, which has greatly mobilized the enthusiasm and creativity of the staff in the hospital and injected infinite vitality and vitality into the development of the hospital. In 2002, the business income was more than 48 million yuan, and three new technologies and projects were launched.