Analysis On Human Resources Management In One General Hospital Of Shanghai

Background:The current health care reform is a critical period. With the diversified development of hospital, talent has become the focus of competition, and the core elements of the hospital to achieve sustainable development are human resources, and therefore human resource management will become a core issue in hospital management. "Man is the most productive forces decisive. " Therefore, to make the hospital a foothold in the competition and make great progress, the human resources are the primary resources in the hospital management. Paying attention to human resources development and management, building a stable market economy and the adaptation of modern human resource management mechanisms enable the hospital to remain invincible in the fierce competition. Those who can attract, retain the best talent, and consider the talent as an intangible asset and wealth will win advantages in competition. Hospital staff drains result in the loss of intangible losses and increase the cost of the hospital’s human resources, destroying the hospital personnel echelon structure, reducing the combat team, the impact of health care quality and patient satisfaction. Burnout was first proposed in 1974 by Freudenberger, which is mental and physical fatigue referring to the weight of the individual in the work produced by the depletion of the state. Then Maslach and other scientists pointed out that the response to the work arising from the long-term emotional and psychological interpersonal stressors comprehensive disease called burnout. Turnover intention is the possibility of self-transformation in a certain period of their work.Objectives:This study analyzed the basic conditions from the hospital, human resources management situation, the status of human resources, performance appraisal situation, staff turnover situation, reasons for leaving, burnout, employee satisfaction, turnover intention and so on to find out the reasons of hospital deficiencies and human resource management, to put forward countermeasures and suggestions for improving worker burnout, reducing turnover intention, improving job satisfaction; providing the basis for decision making for the hospital to enhance human resource management.Contents and Methods:This study is based on the conditions of W hospital, which includes human resource management situation, personnel structure, staff turnover situation, reasons for resignation, the status quo employee satisfaction burnout, and turnover intention.The methods of this study include:① Literature review, a review of the literature of hospital human resource management, research progress in understanding the current human resource management successful experiences and practices of human resource management at home and abroad as well as hospitals about the hospital’s human resources management practices, etc.; ② Existing data collection according to’W hospital HIS system to collect basic information in 2008 and 2012 medical staff appointment and resignation;③ Outgoing staff interviews, through interviews or telephone interviews in 2008 and 2012 left the health workers to understand their reasons for leaving; ④ Workers survey randomly selected 200 W hospitalhealth workers questionnaires, including:general information questionnaire burnout Inventory, employee satisfaction surveys and turnover intention scale;⑤ Data analysis, conducted using Epidata Chinese version of the database design and data entry, using SPSS13.50 software for statistical analysis. On the measurement data were analyzed using mean ± standard deviation (x±s), for count data were analyzed using percentages.Main Finding and Suggestions:From 2008 to 2012, W hospital outpatient and emergency attendances increased by 15.50%, the number of people discharged from hospital increased by 25.14%, surgical times people grew by 23.01%. Recruiters were 104 people, leaving staff of 80 people. Hospital 2012 employees serving 428 people, including health workers accounted for 79.21% of the total. Health workers, the aged 40 and below accounted for 70.15%, those who had undergraduate and post-secondary education accounted for 73.34%, secondary education accounted for 25.47%,7.95% senior titles, accounting for 41.99% intermediate grade officers, junior officers accounted for 50.07%. Health technical personnel turnover rate had been 4.20% for five years, with the highest youth aged 30 and below the turnover rate, accounting for 8.95 percent, master’s and above, undergraduate academic staff turnover rate was 9.52%, respectively,6.23%, staff turnover rate junior titles the highest, accounting for 6.87%, the preparation of external staff turnover rate of 8.28%, non-Shanghai non-nationals equal pay staff turnover rate of 5.60%. Problems due to the resignation of salaries and benefits accounted for 61.42%, due to work pressure to resign accounted for 21.43%. Male physicians, aged 40 and below staff, undergraduate education, emotional exhaustion and junior grade officers depersonalization than female, other jobs, age, education, professional titles. Colleagues and job satisfaction scores overall higher satisfaction scores for the lowest income. Ⅱ intention to quit the highest score, which means that the survey is more likely to get other work.The problems exist mainly in W Hospital human resources, age structure, educational structure, the structure of are more prominent titles, together with lower hysteresis and the quality of the hospital management team of human resource management philosophy, management and operation mechanisms, so that. it is difficult for W hospital Human resources Management to adapt to the competitive environment of the market economy.The authors suggest that W hospital plan the scientific human resource development planning; adjust hospital human resource structure, optimize the allocation of human resources; establish a correct concept of hospital human resources, change management functions of human resources; improve hospital human resource management mechanism; create of good internal environment, reduce burnout and turnover intention of employees, increase employee satisfaction; strengthen training and education hospital human resources,.improve capacity and quality of workers; strengthen humanistic care, and improve medical personnel career planning.