Objective To analyze the problems and countermeasures of nursing management in primary hospitals. Methods From March 20 13 to June 20 15 in our hospital, 87 cases of nursing complaints were studied, and the causes and proportion of complaints were analyzed, and the corresponding nursing management countermeasures were analyzed. Results Among the 87 complaints, 18 cases were due to the lagging nursing management system, accounting for 20.69%, 13 cases were due to the limitation of personnel management, accounting for 14.94%, 24 cases were due to the low level of nursing business, accounting for 27.59%, and 22 cases were due to the limitation of nursing equipment and facilities, accounting for 25.29%. The corresponding theoretical assessment and practical assessment scores of nursing staff are (76.53? 3. 15) and (72.76? 4.76). Conclusion At present, there are some problems in the management of grass-roots hospitals, such as lagging nursing management system, unreasonable personnel management, low professional quality of nurses, many limitations of supporting nursing equipment and facilities, and low level of overall nursing management, so we should increase the investment in nursing management according to the situation.
Key words: primary hospitals; Nursing management; Problems; Countermeasures
Introduction to 0
Grass-roots hospitals serve the grass-roots people, and the quality of nursing management is directly related to patients' impression of grass-roots hospitals and affects their external image. However, due to the lack of manpower, material resources and regional resources, grass-roots hospitals also lack strong development motivation in nursing management, unable to retain high-quality medical talents and gain higher patient reputation, which requires nursing management to make corresponding management improvements according to the actual situation [1].
1 data and methods
1. 1 general information. From March 20 13 to June 20 15 and 12, 87 patients with nursing complaints were studied, including 59 males and 28 females. The age ranged from 18 to 60 years old, with an average age of (46.9? 14.5) years old; In terms of educational level, there are 48 students in junior high school and below, 9 students in senior high school/KLOC-0, and 20 students in universities. All patients have clear expression and thinking ability, and can cooperate with the investigation of nursing complaints. All complaints are confirmed to be in line with the facts.
1.2 method. This paper analyzes the specific reasons of 87 patients' complaints, which are mainly divided into lagging nursing management system, unreasonable personnel management, low professional quality of nurses and limited nursing equipment and facilities. , and analyzes the proportion of various reasons. At the same time, the higher the score, the better the situation.
Two results
Of the 87 complaints, 18 was due to the lagging nursing management system, accounting for 20.69%, 13 was due to the limited personnel management, accounting for 14.94%, 24 was due to the low nursing business, accounting for 27.59%, and 22 was due to the limited nursing facilities, accounting for 25.29%. The corresponding theoretical assessment and practical assessment scores of nursing staff are (76.53? 3. 15) and (72.76? 4.76).
3 discussion
3. 1 Nursing management in primary hospitals. First of all, the nursing management system lacks rigor and scientificity, often adopts national unified standards, and lacks targeted understanding and countermeasures for local grass-roots conditions, which leads to many problems across the board and cannot effectively improve the scientific effectiveness of nursing management. At the same time, in the nursing system, the daily lack of attention to the system is often in a formalistic state, and the lack of attention to the lag of the system leads to the fact that the nursing system wants to be separated from the actual work of nursing management. It is more the management office that manages people than the system that manages people. Nursing management is more decided by nursing managers temporarily, lacking the constraints of relevant clear standards. Or in the state of low application of the system, there is a system but it is not implemented, and the implementation of the nursing system is sloppy [2]. Secondly, the management of nursing staff is not scientific. There is a lack of strict open and transparent recruitment system in recruiting nursing staff, and the quality of imported personnel is uneven. At the same time, as a grass-roots unit, it is unable to attract high-quality talents with the characteristics of the post itself, and the overall quality of talents is low. At the same time, nursing staff training management lacks rigor, relevant training intensity, lack of standardization and intensity of assessment, and lack of motivation for nurses to strengthen their professional knowledge and technology. The whole team lacks positive motivation. Third, the quality of nursing specialty is low. Due to the lack of professional science in system and personnel management, the professional quality of nursing staff is low, which directly affects the quality of nursing management. The lack of scientific business assessment and unscientific training system leads to nurses' inability to update their nursing skills and knowledge in time and effectively, which leads to the lag of nursing quality. When encountering critically ill patients, the incidence of operational errors and adverse events is high, and the nursing rigor is lacking. Fourth, the limitations of nursing equipment and facilities. The improvement of nursing management quality is influenced by the resources of nursing equipment and facilities, restricted by the configuration and configuration conditions of relevant departments, and generally lacks the attention of superior departments, resulting in imperfect equipment and facilities or lagging construction [3].
3.2 Nursing management countermeasures in primary hospitals. First of all, it is necessary to strengthen the attention of relevant departments and hospital leaders to nursing management, and be more rigorous and scientific in the construction of related systems and personnel selection. The system design pays full attention to the actual situation of primary hospitals, understands the characteristics of patient groups and the advanced resources of hospitals, including human resources, material resources and information resources, and enhances the scientific rationality of system design; Pay attention to personnel management, do a good job in daily personnel training and assessment, and the assessment should be fully integrated with reality. Through quantitative assessment, written assessment, practical assessment, nursing praise and complaints and other comprehensive assessment. In daily work, we will improve the scientific evaluation and supervision system, strengthen the quality supervision of related nursing management, and arrange professionals to engage in the management and implementation of this work. In the talent introduction mechanism, we should give full play to the advantages of hospital resources, attract high-quality talents, retain talents, strengthen the talent competition mechanism in hospitals, and adopt the talent use mechanism of selecting the best candidates and competing for posts. Increase investment in related facilities and equipment, improve the matching degree between equipment and practical application according to local conditions, avoid purchasing and building useless equipment and facilities, and improve the practicability of related construction. In holistic nursing management, from top managers to nursing practitioners, it is necessary to establish a rigorous and scientific operation mechanism, pay attention to patients' needs and feelings, avoid patients' complaints, take patients' needs and satisfaction as the goal of nursing service, and improve nursing quality [4].
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Fan Wener: Application value of performance management in hospital nursing management Abstract: Objective: To explore the application effect of performance management in hospital nursing management. Methods: 25 on-the-job medical staff in our hospital from May 20 12 to July 20 14 were selected as the observation objects, and performance management was implemented in hospital nursing management, and the differences of nursing quality, professional ability and patient satisfaction before and after management were compared. Results: After management, there were significant differences in nursing quality, professional ability score and patient satisfaction score between the two groups (P
Key words: hospital nursing management; Application value; Performance management
The so-called performance management is essentially a management mechanism implemented by a unit or organization to communicate with employees on related tasks and work standards. Through performance management, we can fully understand the working attitude and behavior of employees, so as to get effective feedback and make relevant adjustments. The application of performance management method in hospital nursing management is conducive to reducing nursing risks, improving nursing quality, actively implementing the relevant requirements of quality nursing, mobilizing the enthusiasm and initiative of medical staff, and effectively improving the quality of nursing service [1]. In this paper, 25 on-the-job medical staff in our hospital are selected as the observation objects, and the report is as follows:
1 data and methods
1. 1 General information: Twenty-five medical staff in our hospital from May 20 12 to July 20 14 were selected as the observation objects, including male 12 and female 13, aged 20-40. 3.5) years old, with working experience of 2- 18 years, with an average working experience of 6.5 years? 2.3) years. Among them, there are nurses 10, 8 nurses, 5 head nurses and 2 head nurses.
1.2 methods: implement performance management in hospital nursing management, organize members of this group to learn performance management after formulating assessment standards, so that they can fully understand the relevant contents and requirements of nursing management, clarify the purpose of implementing performance assessment, improve their self-discipline and sense of responsibility, and actively carry out various tasks according to nursing norms and assessment standards. Including: (1) defining the basic content of performance appraisal: implementing open appraisal, mainly in three aspects: nursing quality, nursing workload and patient satisfaction, using a hundred-point scoring system, accounting for 50%, 30% and 20% respectively. (2) Implement post grade management: mainly including length of service, professional title, education, post, etc., implement night shift grading management, support and encourage medical staff to keep learning, improve professional knowledge, and mobilize work enthusiasm. (3) Implementation of nursing workload assessment: calculate the integral value according to the number of rescued patients, surgical patients, critically ill patients, discharged patients, overtime, basic nursing volume, etc. And mark different coefficients according to the difficulty, risk and nursing level of each nursing project. The product of the two is the quantitative index of nursing workload performance, which fully embodies the principle of more work and more pay, fairness and justice. (4) Implementing the quality assessment of nursing work: under the guidance of the head nurse, the quality control team is responsible for the assessment, making full assessment items, defining specific scores, and conducting 1 assessment on the nursing quality index and professional ability of nursing staff every month, and comparing and analyzing the assessment results before and after performance management. The content of business ability assessment includes document writing, department management, basic theory, professional knowledge and operational skills. The contents of nursing quality assessment include basic nursing, nursing of critically ill patients, health education, disinfection and isolation, the incidence of nursing disputes, falls and catheter slippage. (5) Evaluation of patients' satisfaction: A self-made satisfaction questionnaire was used in our hospital, with a score of 65,438+000. The higher the score, the higher the patient's satisfaction with nursing. (6) Statistical performance score: the score of each nursing staff needs to be counted at the end of the month, and the total performance is the sum of 50% nursing workload, 30% nursing quality and 20% patient satisfaction plus reward performance minus punishment performance [2-3].
1.3 statistical processing: all data were analyzed by statistical software package SPSS2 1.0, and all observation indicators were (x? S) and give it a t test, if p
Two results
The score of business ability before management is (84.5? 9.0), the nursing quality score was (88.7? 6.4), the patient satisfaction score is (89.3? 7.2) points; After management, the business ability score is (93.8? 8.4), the nursing quality score was (95.7? 3.0), and the patient satisfaction score was (96.7? 3.8), the comparison between the two groups shows that the performance management effect of the experimental group is better than that of the control group, and the difference is statistically significant (P
3 discussion
The high risk, high technology and difficulty of medical activities, imperfect human resource management and prominent contradiction between doctors and patients have always been the difficulties affecting the quality of clinical nursing services. Medical staff play a key role in treatment and nursing. Only by fully mobilizing their subjective initiative and positive creativity can clinical work efficiency and patient satisfaction be better improved. Performance appraisal is one of the most important links. To implement performance appraisal, it is necessary to evaluate all aspects, understand the key problems to be solved in medical service and the internal needs of staff, rationally allocate resources and actively implement the reward and punishment management system. Only by establishing a perfect performance management system can we better stimulate the potential of nursing staff and enhance the core competitiveness of hospitals [4-5]. The results showed that the nursing quality, professional ability score and patient satisfaction score after management were significantly higher than those before management (P
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