医院绩效管理的探索和实践

目的:探索以提高神经外科护理质量、满足患者需求为目的的护理绩效管理模式及效果。方法:通过将护理质量考核、效率考核和绩效管理相结合,制定神经外科护理绩效的考核标准、细则,考核结果作为奖金分配依据。结果:护理质量、患者满意度及护士对工作、奖金分配满意度均有所提高。结论:在神经外科护理管理中应用有效的绩效考核,不仅充分调动了护理人员工作中的主动性与积极性,转变了护理服务的理念,提升了工作效率,更能提高护理质量与患者的满意度。     

创“优质护理服务示范病房”实施中的体会

目的:全面履行护理人员职责,提供优质护理服务。方法:在肿瘤中心病房开展"优质护理服务示范病房"活动;修订各项护理职责、制度和工作程序;实行责任大包干,切实落实基础护理职责;加强护理质量管理,拓展护理服务内容。结果:提高了患者对护理工作的满意度和护士对基础护理工作的认识;明确了优质护理的内涵。结论:"优质护理服务示范病房"活动的初步实践提高了护理质量。     

以绩效考核为主的定能分级管理模式实施体会

通过以绩效考核为主导的护理评价体系的定能分级的管理模式,提高了护理人员工作质量及工作效率,调动了护理人员的积极性,提高病人的满意度。     

普外科护理管理中风险管理的应用体会

目的:探讨风险管理在普外科临床护理管理中的应用。方法:通过对日常护理工作中可能存在的风险进行评估,制定常见风险的应急处理程序,对其工作制度进行完善,改进工作流程,提高护士对风险意识的强化培训,加强护理风险监控等措施。结果:实施风险管理后,提高了护士的护理风险意识,使患者满意度明显高于实施管理前。结论:护理管理中应用风险管理后,有效的提高了护理人员对普外科工作中的危险因素的预见性和干预性,提高了患者对护理工作的满意度,显著降低了护理纠纷的发生。     

产前健康教育在产科病房的实施

目的:探讨产前健康教育在产科病房的实施效果。方法:对我院2009年3月份到2010年3月份收治来我院的300例产科实施产前健康教育的情况,进行评价和总结。结果:通过实施健康教育提高了孕产妇的知识水平,增进了产妇及家属对新生儿的健康护理。结论:健康教育不仅提高了护理质量,还提高了患者对护理人员的满意度,也真正做到了全程、优质的护理服务。     

护士分层护理管理在护理管理中的应用体会

目的:探讨护士分层护理管理在护理管理工作中的应用。方法:以消化内科护士工作满意度和住院患者对护理服务质量的评价为调查标准,对比实施分层管理前后护理人员的工作满意程度和住院患者对护理服务质量的评价水平,分析对比方法总结分层管理法在护理管理中的应用效果。结果:实施护士分层管理后,消化内科护士在使用了分层管理模式之后无论是在工作满意度较实施前有明显提高,病房管理质量上以及住院患者对护理服务质量的评价上都获得了明显的提升。结论:将护士分层管理模式运用到消化内科护士管理中,不但有效的提高护理工作质量以及护理工作人员的责任意识,对改善护患之间长期存在的紧张关系也起到了明显的作用。     

护士量化绩效考核在我院创伤骨科的设立与应用

为提高我院创伤骨科护理管理质量,我们引入了量化绩效考核方式,通过对考核内容进行分解,制定标准表格逐项量化,并将量化考核结果与晋升评优,培训深造,人才储备,薪酬调整等相结合,极大地调动了护士的工作热情,收到满意的效果。量化绩效考核模式值得进一步推广应用。     

消毒供应中心护士绩效考核实施方案的探索

目的:探索消毒供应中心护士绩效考核实施的方案,以提高护理工作的效率和护理服务质量。方法:通过对消毒供应中心护士制定综合考核、专业岗位考核、护理工作量考核、加分项目考核措施,调动护士工作的积极性及主动性,提高护理工作效率及护理服务质量。结果:实施本方案后护理技术操作合格率>98%,文件书写合格率>98%,消毒隔离合格率>99%,无菌物品供应率100%,临床科室对我科满意率>98%,护理人员工作积极主动,对自身满意度较以前明显提高。结论:增强了护理人员的积极性,责任心及危机感,使消毒供应中心护理质量得到了明显提高。     

护理人力资源现状及其管理对策

目的:了解我国护理人力资源现状,探讨护理人力资源优化管理的方法,提高护理质量。方法:对目前我国护理人力资源情况及其管理现状进行分析讨论。结果:护理人力资源管理机制尚需完善,护理人员总量不足及配置不合理。结论:护理人力资源管理工作应进一步改进制度,健全激励机制,以人为本、科学管理。     

绩效考核在企业管理中的应用

随着我国经济的不断发展,绩效考核在企业管理中占据着较为重要的地位,绩效考核制度不但可以考核员工的素质和工作能力,还可以促进企业稳定健康的发展下去。因此,在企业管理中做好绩效考核是至关重要的一个部分,本文就绩效考核在企业管理中的应用进行了相应的探讨。     

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system1

While performance appraisal research has a rich history, we sought to address a long‐noted void in the human resource management (HRM) literature, namely an investigation of employees' reactions to a newly introduced performance appraisal. Specifically, we examined the reaction of 408 unionised employees to a newly introduced performance appraisal system. Reactions examined included appraisal satisfaction, job satisfaction, appraisal fairness, goal setting and the perceived purpose of the system. Satisfaction with the appraisal system was higher when (a) employees perceived it as being fair, (b) it was used primarily for developmental purposes and (c) it allowed them to participate in goal setting. Of additional importance, perception of a developmental focus in the appraisal partially mediated the relationship between appraisal satisfaction, and each of job satisfaction, appraisal fairness and goal setting.     

物流企业管理人员胜任素质和工作满意度对工作绩效影响研究

对物流企业管理人员胜任素质和工作满意度对工作绩效的影响进行了分析,结果表明,物流企业管理人员胜任素质对工作绩效具有正向预测作用,工作满意度在物流企业管理人员胜任素质和工作绩效关系中起到调节作用。     

唐山市事业单位绩效考核现状研究

事业单位是我国特殊的公共服务组织,是社会管理和公共服务职能的主要载体,是政府经济和社会管理的重要组成部分。随着其人事改革的日趋深入,事业单位开始以人事聘任制为主,紧接着从2009年到2010年,从义务教育开始的事业单位全面实行绩效工资,一系列改革的实施呼唤着科学的绩效考核体系的建立,有效的绩效考核能够调动职工积极性、提高职工素质、保证事业单位目标的实现。但由于事业单位人力资源管理理念淡薄、科学管理行为不成熟等原因,绩效考核大多效用不高。本文通过对唐山市事业单位绩效考核情况的调查,总结了唐山市事业单位绩效考核的现状,并对事业单位绩效考核的改革和发展方向提出了建议。     

持续质量改进用于护理质量控制的实践

持续质量改进是新时期医院质量管理发展的重点。我院将持续质量改进应用于护理质量管理,通过三级质量控制方式,保证了护理质量的有效控制和不断提高,提高了病人的满意度。     

Materiel management: a clinical experience.

It is easy to understand why unit managers are eager to embrace a comprehensive approach to materiel management. The system allows for the professionals from the purchasing, supply, and distribution areas to meet and work with the managers of individual departments and units. Recognizable outcomes of this system are improved staff satisfaction because of standardized products; improved nursing competency secondary to product familiarization, and improved quality of patient care because area managers have more time to devote to their individual unit functions. The serendipitous benefit is that areas and personnel within a hospital that were once diverse in goals and functions may now develop positive working relationships around the hospital's prime goal of quality patient care, a marketable commodity.     

Impact of relational coordination on job satisfaction and quality outcomes: a study of nursing homes

This article develops a relational perspective on the coordination of work. Existing theory suggests that relational forms of coordination should improve performance in settings that are highly interdependent, uncertain and time‐constrained. Going beyond previous work, we argue that relational coordination should also improve job satisfaction by helping employees to accomplish their work more effectively and by serving as a source of positive connection at work. Using a cross‐sectional sample of nursing aides and residents in 15 nursing homes, we investigate the impact of relational coordination on quality outcomes and job satisfaction.     

The Effects of Personnel Reform Systems on Georgia State Employees' Attitudes

Abstract

In order to maximize the value of human resources, today's reformers have abandoned traditional merit systems, calling instead for public personnel management systems based on a set of new principles known as managerialism. The study at hand, conceived within a principal–agent theoretical framework and using a confirmatory factor analysis (CFA), a hierarchical regression model and a structural equation model (SEM), probed four personnel reform effects in the state of Georgia: (1) a monetary incentive system (i.e. a merit pay system); (2) a performance monitoring system (i.e. a performance appraisal system); (3) a knowledge incentive system (i.e. a training and development system); and (3) a discretionary controlling system (i.e. an at-will system). The research findings indicate that all four personnel reform systems are directly and indirectly associated with organizational consequences. Among these effects, discretionary controlling and performance monitoring systems are most salient and are most effective at enhancing the level of an agent's work motivation and job satisfaction as well as decreasing their turnover intentions. Implications and limitations of this research are also discussed.