分配制度、人事制度的改革一向是医院改革的两大难题,尤其是分配制度改革一直是每个医院在机制转换中不断探索的课题。为了适应医疗市场激烈竞争的需要,随着医疗进入市场时间的不断推移,分配制度也应随着医疗市场的变化而不断改进。 从90年代初,我院就试图搞经济核算,探索新的分配方式,经过多年实践摸索,积累经验和不断改进,目前我院的分配制度已基本成熟。1 新分配方式加快了职工思想观念的转变,调动了职工的工作积极性 过去职工干多干少、干好干坏差距不大,等、靠、要思想严重,医院的发展与我无关的思想较普遍。而新的分配方式是各科室都有经济指标,进行全成本核算,按纯利润进行效 The reforms of the distribution system and the personnel system have always been the two major challenges for hospital reform. In particular, the reform of the distribution system has always been the subject of constant exploration by each hospital in the process of institutional transformation. In order to meet the needs of the fierce competition in the medical market, and with the continuous transition of medical services into the market, the distribution system should continue to improve with the changes in the medical market. From the early 1990s, our institute tried to engage in economic accounting and explore new distribution methods. After many years of practical exploration, accumulated experience and continuous improvement, the distribution system of our hospital has basically matured. 1 The new distribution method has quickened the change of the ideology and concepts of employees and mobilized the work enthusiasm of employees. In the past, there was not much difference between employees and staff, and there was not much difference between doing well and doing badly. The ideology of waiting for, relying, and thinking was serious. The ideology of the development of the hospital was irrelevant to me. universal. The new distribution method is that all departments have economic indicators, perform full cost accounting, and make profits based on net profits.