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我们在医院理管改革中,对提高医疗质量、改进服务态度、增收节支、奖金分配等方面,想了不少办法。如实行“岗位定额责任制”、“科室承包责任制”等,这些办法曾在不同程度上收到过一定的效果。可是随着时间的推移,这些办法越来越不灵了,其主要原因是职工奖金的多少与收入和耗费的多少没有直接挂钩,科室和个人都不大关心自己科室的收入和耗费,使本来已经减少了的浪费、漏费、欠费现象,又重新多了起来。致使按规定应发的奖金不能兑现。因此,从1986年下半年开始,改为实行定质量、定数量、定消耗、定收入、定分配的“科室核算与奖金挂钩”的办法,收到了比较好的效果。各项医疗技术经济指标,有了不同程度的提高或改善。职工奖金也有相应的增加。我们的具体做法是:
In the management reform of the hospital, we thought of many ways to improve the quality of medical services, improve service attitude, increase revenue and reduce expenditure, bonus distribution and so on. Such as the implementation of “job quota responsibility system”, “department contract responsibility system”, these methods have received varying degrees of certain effect. However, with the passage of time, these measures are getting more and more ineffective. The main reason is that the amount of employees’ bonuses is not directly linked to the amount of income and expenditure. Both departments and individuals are not concerned about the income and expenditure of their own departments, Has been reduced waste, leakage, arrears phenomenon, but also regained more. As a result of the provisions of bonuses can not be honored. Therefore, starting from the second half of 1986, we have changed the implementation of the “departmental accounting and bonuses linked to fixed quality, fixed quantity, fixed consumption, fixed income and fixed allocation” and received relatively good results. Various medical technology and economic indicators, with varying degrees of improvement or improvement. Employee bonuses also increased accordingly. Our specific approach is: