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1、医院绩效考核细则现代医院的核心竞争力是人力资源的竞争力，人力资源的竞争力是通过提高人力资本的价值，来促进医院社会效益和经济效益的提高。要想提高人力资本的价值，就必须充分调动员工的工作积极性、主动性和创造性，或者说，必须有一套完善的、可行的、便于操作的人力资源激励机制，而绩效考核和薪酬系统建设则是建立有效的人力资源激励机制的重要环节，因为这是其他环节如聘任、培训、奖惩、职务任用与升降等正确实施的基础与依据。一、现代医院绩效考核1、现代医院绩效考核的目的：现代医院绩效考核是指应用系统的方法、原理来评定和测量医院员工在本职岗位上的工作行为与工作效果。绩效考核是医院管理者与员工之间的一项管理沟通活动，
2、其目的是为了改善员工的组织行为，充分发挥员工的积极性和潜在能力，以求更好地实现医院的管理目标。2、现代医院绩效考核的原则：医院是知识和技术密集型单位，作为知识分子聚集的组织，把握好绩效考核的原则对整个医院的人力资源管理具有相当重要的作用。一般而言，医院的绩效考核应坚持以下原则：（1）、客观、公正、公开的原则：在实施绩效考核时，一定要注意考核标准要客观，组织评价要客观，考核结果与待遇挂钩要客观。同时要公开各个岗位和各项工作的考核标准，在实施考核中对所有的员工做到一视同仁。（2）、科学评价原则：即指从考核标准的确定到考核结果的运用过程设计要符合客观规律，正确运用现代化科技手段，准确地评价各级各类员
3、工的行为表现。（3）、简便、易操作原则：考核标准简便、易操作一是有利于员工明确标准，确定努力方向；二是便于管理人员实施考核；三是可以较少的精力投入，达到比较好的考核效果。（4）、注重绩效的原则：绩效是指员工经过主观努力，为社会做出并得到承认的劳动成果，完成工作的数量、质量与效益等。在实施考核中，只有以绩效为导向，才能引导员工把工作的着眼点放在提高工作质量和效率，努力创造良好的社会效益和经济效益上来，从而保证医院目标的实现。（5）、分类别与分层次考核原则：医院有医、药、护、技、文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3
4、Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7
5、文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3
6、Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7
7、文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3
8、Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7
9、文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3
10、Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7管理等不同职称类别，各个类别中又有高、中、低职称之分，在绩效考核中要对不同类型和不同能级的人员制定不同的考核标准和考核办法，这样才能合理地选拔、使用和评价各类人才。3、现代医院绩效考核的意义：现代医院进行科学的绩效考核具有如下的重要意义：为医院各类员工的晋升、降职、调职以及聘任与解聘提供依据；对员工的工作质量、数量、效率、效益等进行科学的评估，为薪酬决策提供依据；医院通过对员工绩效考核的反馈，加强医院与员工之间的沟通，以增强组织的凝聚力和向心力；可以对医院的员工招聘,工作分配
11、的效果以及团队精神等进行评估；对医院人力资源的政策导向，培训与教育以及员工的职业生涯规划效果进行评估等。4、现代医院绩效考核的主要方法：（1）、分级法：又称排序法，是指按被考核员工绩效相对的优劣程度，通过比较，确定每人的相对等级或名次。现在我们按国家有关规定进行的年度考核，是一种强制分级法，即先确定考核标准，并确定好各等级在总数中所占的比例，对照标准考核为优秀、合格、不合格三等。文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2
12、ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z
13、5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2
14、ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z
15、5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2
16、ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z
17、5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2
18、ZF6T6K4A9A7（2）、因素评定法：这种考核方法主要是指根据医院各类人员的专业特点和工作性质将拟考核的内容分解为不同的项目指标，通过对各个项目的考核来确定总的考核结果。比如对医院管理人员的考核可从组织领导能力、决策能力、协调能力、表达能力、对医院的忠诚度以及群众的信任度等方面进行考核。对医生的考核可以从专业资历、业务能力、技术水平、工作业绩、科研成果以及医德医风等方面进行考核。（3）、基准加减评分法：这种方法主要是根据医院的管理目标和对员工日常行为的要求，提出一系列说明句式的考评项目，然后对每一考评项目作出一些具体规定，指明达到什么目标加分，违犯什么规定或规范减分。事先为每一名员工指派一
19、个相同的起点分数，然后在此基础上进行加分或减分，最后通过得分多少来评定考核等级。二、现代医院薪酬系统建设医院薪酬是医院对员工为组织所付出的劳动而支付的一种报酬。薪酬一般包括经济性薪酬和非经济性薪酬两部分，经济性薪酬包括基本工资、绩效工资、补贴工资、年度奖励、保险福利、利润分享、持股和带薪休假等；非经济性薪酬包括工作环境、工作氛围、个人发展空间与机会、能力文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档
20、编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4
21、E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档
22、编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4
23、E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档
24、编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4
25、E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7提高
26、以及职业安全等。在这里我们所讨论的，主要是指经济性薪酬。1、现代医院薪酬系统建设的目的：现代医院薪酬系统建设就是医院管理者对员工的薪酬形式、薪酬结构、薪酬水平、薪酬标准等内容进行制定和调整，以最大限度地调动员工的工作积极性和激发创造性，并使医院获得最佳的效益。医院薪酬系统建设的目的在于确保本医院的薪酬在劳动力市场上具有一定的竞争性以吸引和稳定优秀人才，同时通过一个公平合理的薪酬分配制度，来促进医院的发展和使医院与员工形成一个利益的共同体。2、现代医院薪酬系统建设的原则：在建立医院薪酬系统时，一般应遵循以下原则：（1）、为了提高医院的竞争能力，在确定薪酬支付结构和水平时，必须参照整个劳动力市场的
27、薪酬水平。（2）、要根据不同岗位的责任、技术劳动的复杂和承担风险的程度、工作量大小等不同情况，将管理要素、技术要素、责任要素一并纳入分配因素确定岗位工资，按岗定酬。（3）、向关键岗位和优秀人才倾斜，充分体现一流人才一流服务一流业绩一流报酬的薪酬分配思想。文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V
28、6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T
29、6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V
30、6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T
31、6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V
32、6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T
33、6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7（4）、在薪酬分配中要遵循成本补偿、效率优先与兼顾分平相结合，短期利益与长远利益相结合、工资增长与劳动生产
34、率增长相协调以及货币工资与实际工资相符等原则。也可以简单地说，医院的薪酬系统建设要体现竞争性、激励性、经济性和合法性。3、现代医院薪酬系统建设的程序：现代医院要想有一套科学、合理的薪酬制度，不仅需要遵循一定的原则，同时还要有一套正规的程序，这样才能保证薪酬系统的可行性。一般而言，薪酬系统建设要遵循以下程序：（1）、制定医院薪酬战略与政策这一程序主要是编写关于医院文化及薪酬政策的文件，具体包括医院对员工在医院建设与发展中作用的认识；医院对薪酬作用的定位；实施薪酬分配的基本原则，薪酬成本投入标准；薪酬制度、薪酬结构及薪酬水平的选择标准等。（2）、工作分析与工作评价这一程序包括编写岗位说明书、制定岗
35、位规范、对医院内各类岗位的劳动价值或重要性进行评价。这一程序相当关键，因为只有进行工作分析与工作评价，才能公平而合理地决定医院内不同工作之间的报酬差文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3
36、F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:C
37、V9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3
38、F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:C
39、V9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3
40、F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:C
41、V9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7别。常见的工作评价方法有经验排序法、因素综合分类法、因素比较法、因素评分法和市场定位法等。（3）、薪酬结构设计薪酬结构是指医院内各项工作的劳动价值或重要性与其所对应的应付工资之间的关系。薪酬结构设计就是把医院各项
42、工作劳动价值或重要性的顺序、等级、分数或象征性的货币值转换成实际的工资值（通常用薪酬结构线来表示）。（4）、市场薪酬调查进行市场薪酬调查的目的是为了参照本地区、本行业的薪酬状况，制定和调整本医院的薪酬水平与结构，使之具有市场竞争力。（5）、确定薪酬水平这一程序主要是把众多类型的薪酬归并组合成若干个等级，形成一个薪酬等级系列，进而确定医院内每一个职务具体的薪酬范围。（6）、薪酬评估与控制在薪酬制度的执行过程中，医院管理者要根据员工工作的行为和取得的实际效益，对薪酬制度进行评价，同时还要根据不断变化的客观环境及时的调整薪酬政策，使薪酬战略与医院的整体发展战略趋于一致。4、现代医院薪酬制度类型：现代
43、医院薪酬制度的发展，与国家的经济政策、人事和分配制度改革演变息息相关，纵观文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E
44、1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编
45、码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E
46、1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编
47、码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E
48、1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编
49、码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7文档编码:CV9Z5T6V6A8 HB3Y4E1H3F2 ZF6T6K4A9A7目前医院的薪酬制度，主要有以下几个类型：（1）、专业技术职务等级工资制：这主要是根据各种职务的重要性、技术复杂程度、承担的风险和责任等因素划分等级，按等级确定薪酬标准，并以此为依据确定劳动报酬的制度。它包括专业技术人员任职标准（比如职务晋升条件）、职务等级（初、中、高级）和职务工资标准
50、（十六级）三个部分。（2）、岗位技能工资制：这主要是以按劳分配为原则，以加强工资的宏观调控为前提，以劳动技能、劳动责任、劳动强度、劳动条件等基本劳动要素评价为依据，以岗位或职务工资和技能工资为主要内容，根据员工的工作质量和数量确定报酬的多元组合的薪酬制度。岗位工资是根据员工所在岗位或所任职务的工作强度、工作责任和承担的风险来确定工资标准，它以岗位测评的分值大小进行划分，分值大的岗位工资高，分值小的岗位工资低。技能工资是根据员工实际的业务水平和工作技能及工作成绩，经考核后确定的工资。技能工资可以分成初级、中级、高级三档，每档再分若干个等级。（3）、绩效工资制：这主要是指以工作目标和岗位责任制文档