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An analysis of the existing incentives mechanism of performance appraisal for community health service centers, and insight into the challenges for linking the post performance appraisal in community health service centers with incentive measures. It is pointed out the administrators should take a variety of measures including material incentive, target incentive, knowledge incentive, and emotional incentive among others. In addition, such measures should be used sophistically, flexibly and reasonably, while timing of incentives should meet the human resource needs of the institution, notably a combination of positive incentive with negative ones,, mostly the former incentive.
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In the marketing theory, service disparity model is a simple effective tool, capable of figuring out the five clusters of reasons leading to service failure. This article applies it in the community health service domain. Through the efforts of healing the five gaps in service delivery, including Consumer expectation-management perception gap, Management perception-service quality specification, Service quality specifications-service delivery gap Consumer expectation-management perception gap and Service delivery-external communications gap, we hope to improve the community health service quality radically.
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rvice employees had a low scores as comparing with their salaries, benefits and workloads.And 28.2% employees had once the idea of resigning.
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A brief description of performance appraisal as used in the healthcare sector, and an analysis of problems existing in performance appraisal for posts in community heahhcare organizations in the country. The paper proposes a job-analysis based performance appraisal for such posts, featuring the appraisal model of "performance + skills + attitude+ work intensity". On the basis of work analysis, a job description should be worked out for such healthcare workers as doctors, nurses and prevention workers in community healthcare organizations, aided by a targeted job-based performance appraisal system. These efforts can effectively enhance the job performance in such organizations, catering to the healthcare needs of community residents.
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Objective To find out about the current situation of the health managerial personnel contingent and explore appropriate career training channels. Methods Data on the professionalism of health managerial personnel both at home and abroad in the last five years was summarized through literature review and on the spot investigation and a survey was made by stratified sampling on the basic information, health management career, professionalism awareness, experience in health management training, and career training damands of 2 128 health managerial personnel in Beijing, Zhejiang and Shanxi. Results As a result of the literature review, the primary connotation of professionalism of health managerial personnel was clarified, the major shortcomings existing in the health managerial personnel contingent identified, and the problems confronting health management education pinpointed. Conclusion The current situation of the health managerial personnel contingent is a far cry from the demand for professionalism. It is imperative to popularize on the job training in health management, develop degree education in health management, and formulate and implement supporting policies and measures so as to speed up the professionalism of health managerial personnel.
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The paper discusses specifically ways of putting into practice the idea of people first in developing hospital culture by starting with its three structural layers: spiritual culture, system culture and behavior culture. These include cultivating in a practical manner humanistic core values and hospital spirit, setting up and improving systems of humanistic management and adopting; a humanistic approach to employee management, and cultivating the idea of patient-centered care and delivering humanistic medical services.
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Objective To find out through case studies about the current situation of resident training in hospitals unaffiliated to medical colleges so as to provide departments of health administration with basis for perfecting resident training contents and methods. Methods Interviews were conducted with the administrative staff and questionnaire surveys were undertaken on the department heads and residents in three hospitas, and then a statistical analysis was made of the results. Results Preliminary conditions for resident training were in place in some departments of the three hospitals and the department heads and residents were aware of the importance of resident training. Conclusion Preliminary conditions for resident training are in place in some departments of the second-tier hospitals and above that are unaffiliated to medical colleges and some achievements have been made in previous resident training. However, there are still some problems.