In daily study and work life, everyone will inevitably come into contact with papers. With the help of the paper, we can effectively train our ability to use theory and skills to solve practical problems. In order to make it easier and more convenient for you to write a paper, here is a paper on the current situation of human resource management and flexible management strategies in public hospitals, hoping to help you.

Based on the flexible management theory of human resources, it is found that there are some problems in human resources management of public hospitals in China, such as insufficient understanding of the importance of human resources management, lack of standardization and scientificity in talent recruitment, lack of effective human resources training, lack of effectiveness in career planning and salary incentive mechanism. Some suggestions are put forward, such as renewing the concept of human resource management, constructing flexible training system, formulating and implementing employee health care plan, and implementing flexible management.

Keywords: public hospitals; Human resources; Flexible management;

At present, an important problem faced by hospitals is the obvious shortage of medical technical human resources, and public hospitals are no exception. If human resources can be managed flexibly on the basis of overall arrangement, it can promote the optimization and integration of medical human resources, improve the utilization rate of resources, meet the demand of medical services, reduce the intensity of medical work, relieve the work pressure of medical technicians to some extent, and promote the stable and orderly development of public hospitals.

I. Overview of related theories

human resource management

In organizational management activities, the function of human resource management has a strong foundation, which lays the foundation for the realization of organizational management goals. The so-called human resource management refers to the implementation of rational allocation, scientific management and effective development of human resources, and the modernization and scientific management of human resources under the requirements of organizational development strategy. Human resource management can affect people's attitude, behavior and performance, and urge individuals to give full play to their talents to ensure the effectiveness of management.

This paper mainly studies human resource management from two aspects: hard function and soft function. The hard function management mode has rigid characteristics, mainly adopts the way of reward and punishment system management and discipline requirements, and is not flexible enough. Rely on strict management regulations, implement management in personnel recruitment, training, performance appraisal, labor and personnel relations, etc. , which provides the foundation for soft function management. Soft function management belongs to flexible mode, which mainly starts from the psychological and behavioral laws, provides a supplement for hard function management, and is committed to tapping the internal potential of employees and promoting the realization of management objectives through personalized and democratic management. There is a complementary relationship between hard function management and soft function management, which plays an important role in promoting the healthy development of organizational management. It is necessary to coordinate the two in management activities, promote the effective play of human resources and ensure the maximization of personnel management benefits.

(B) Hospital human resources management

As far as hospital human resources management is concerned, its material basis is employees, and the labor force contained by employees is hospital human resources. Hospital human resources cover a wide range, including managers, grassroots technicians, medical technical experts, logistics personnel and other employees. Their labor ability value is directly related to the value of hospital human resources. Within the hospital, human resources belong to a unique production factor, which occupies an important position in the hospital resource system and should be used scientifically. In the process of social development, the medical and health industry provides special services to safeguard human life and health. Compared with other industries, its employees have high occupational risks and wide knowledge, and need long-term in-depth study and practice and rich professional knowledge. At the same time, society, patients and their families often have high expectations for treatment, and medical staff should diagnose and treat diseases strictly, accurately and scientifically. Life therapy has its particularity. Patients often choose to tell their psychological and physical secrets to doctors. Because doctors need to protect patients' privacy, this requires medical workers to have high professional ethics, medical ethics and legal literacy, which is also the concrete embodiment of medical ethics.

(C) the theory of human resource elasticity

1984, British scholar Atkinson J first put forward the application of flexibility theory in human resource flexibility strategy. Understanding the flexible management of human resources, from the organizational point of view, is to have the ability to deal with emergencies and follow-up processing. Faced with different levels and modes of human resources demand, organizational managers should objectively analyze the conditions to ensure the flexibility of self-management and control. Flexible management of human resources means that in the process of human resources management, taking human resources as the object, starting with the number of employees, work content, time and so on, it is revised and scheduled through flexible management.

In academic circles, human resource flexibility is mainly divided into four types. One is functional flexibility, that is, the organization can cope with changing tasks under any conditions and deploy them in a timely and effective manner in combination with the specific skills of employees. Functional flexibility requires employees to master differentiated skills and ensure timely response to changing tasks, which requires enriching the work content, expanding the scope of work, and rotating posts to ensure the diversification of employees' skills. Second, quantity flexibility refers to the flexible allocation of employees in the management process to ensure that they can meet the actual needs under the changes of internal and external environment and the requirements of enterprise development. In order to ensure flexibility, human resources need to be adjusted in many aspects, such as outsourcing, part-time, labor dispatch, long-term employment and so on. Vacation methods should also be flexible, such as overtime, vacation adjustment, rotation, etc., to overcome the disadvantages of traditional fixed employment methods and scientifically control the organization and operation costs. The third is time flexibility, that is, managers give employees sufficient personal time outside working hours based on personal development needs, and the calculation method of working hours is flexible, which is convenient for making reasonable arrangements for employees' working hours. Employees' personal work adaptability is good, their daily needs can be met, and employees can enjoy autonomy, which is conducive to stimulating their work enthusiasm, reducing the probability of violation of discipline, promoting the remarkable improvement of work efficiency and improving the effectiveness of organization and personnel management. Fourth, salary flexibility, that is, the determination of salary needs to be achieved according to certain assessment standards, which can form a benign incentive for employees, link work results with salary, and truly realize paying according to work and getting more for more work.

(D) the connotation of psychological capital

At the end of 1990s, the concept of psychological capital was put forward and applied to economics, investment and sociology. Psychological capital is a competitive factor, which is more competitive than human capital and social capital. The so-called psychological capital is a prominent psychological state based on the individual life stage and in the process of individual growth and development. The growth and development of individuals are driven by the accumulation of psychological capital, so it can be said that psychological capital plays an important role in promoting the completion of work tasks. Capital is not only reflected in human and material resources, but also in psychological factors. With the development of modern society and the rapidly changing environment, it is necessary to master the psychological capital of employees in the process of human resource management, so as to understand the internal situation of the organization, ensure the timeliness of problem discovery, and formulate scientific and targeted solutions, thus providing help for the sustained and healthy development of the organization.

Second, the status of human resource management in public hospitals

(A) Characteristics

The characteristic of hospital human resources system is technology-intensive. Managers with higher education and professional titles who are directors belong to senior health human resources. They are creative, can promote the development of disciplines and hospitals, and have stronger innovation ability than ordinary employees. In the sustainable development of hospitals, the important value of human resources must be made clear. The growth cycle of medical talents is long, and the input cost is high and the value is high. The safe and smooth completion of treatment often requires the cooperation of various departments and expert groups, and the Qi Xin of the team works together, so it is difficult to evaluate and judge the performance of individuals, and the salary system of hospitals is also very complicated. In public hospitals, employees are required to have excellent scientific thinking ability and innovative ability, to play their professional talents in their work and to gain social recognition. If their own value cannot be realized, employees often choose to find another job, so the talent mobility of public hospitals is greater. With the rapid development of modern society, medical professionals must actively update their professional knowledge and improve their professional level in order to be better qualified for their posts.

(b) Results achieved

First, the personnel employment system has been implemented. With the continuous development of WHO, the concept of talents is gradually updated, post setting and management are more scientific, and employment forms are more diverse. The implementation of the personnel appointment system has eliminated the traditional geographical boundaries, and the tenure system of professional and technical posts has been broken by various forms such as employment, recruitment and title appointment. The second is the reform of the distribution system. The distribution system of performance pay, post salary and other modes breaks egalitarianism and highlights the value of core positions and risk positions in hospitals. Under the performance pay system, the factors of production, technical titles, risks and responsibilities involved in the distribution can be concentrated on professional skills and management level, and the enthusiasm of employees can be fully mobilized, creating space for their knowledge value and labor value, which is helpful to promote the development of hospitals. The third is to implement the personnel agency system. The implementation of the personnel system reform in public hospitals has effectively mobilized the enthusiasm of the medical staff in the agency system and solved the problem of blocked flow of professional and technical personnel. For public hospitals, it can lay a solid foundation for flexible personnel management, flexibly allocate human resources and reduce their costs. At the same time, however, many problems have been exposed, including the lack of social security system, the decline of professional security, and the unclear career planning, which urgently need to be solved by updating the concept of human resource management.

(3) Prominent problems

First of all, the importance of human resource management has not been fully recognized. Hospitals are special in nature, and the concept of medical superiority is widespread. Although the medical technicians have a high level of medical technology, the overall development and operation of the hospital are not in place, and the leadership lacks professional management knowledge, which will also make it difficult to obtain the expected performance. At present, many public hospitals do not correctly understand the importance of human resource management in hospital development, and think that human capital investment lacks visible benefits, and there are cases in which short-term benefits are emphasized while long-term benefits are ignored. Second, talent recruitment lacks standardization and scientificity. The development of market economy has promoted the expansion of the scale of public hospitals, and the demand for clinical medical staff has also increased greatly. Limited by the number of staff, the hospital meets the needs of clinical work by recruiting contract staff. Although the hospital has adopted the system of equal pay for equal work, employees still feel that they are treated differently and feel insecure, and their enthusiasm and stability in participating in medical services are also affected. Third, there is a lack of effective human resources training and career planning. Training can enhance the value of human resources, promote the improvement of medical staff's own knowledge and ability, and improve the quality of medical work. Standardized training in hospitals lacks scientific planning, unified management and training system, which can not meet the actual needs of hospitals and provide guidance for personal career development. Public hospitals urgently need to establish a standardized and perfect training plan and evaluation system, which is related to the all-round development of hospitals. At present, the psychological attention of public hospitals to contract workers is not in place, which leads to their lack of sense of belonging, responsibility and enthusiasm for work. In addition, the rationality of human resource allocation can be judged by the compatibility between personnel and posts, which requires attaching importance to post analysis and giving full play to the advantages of human resources. Fourth, the effectiveness of the salary incentive mechanism is insufficient. The salary mechanism of public hospitals is mostly post-performance salary system, and employees' income consists of post salary, performance salary and bonus. The length of service and professional title of employees are the main factors that determine the salary, which makes the performance contribution of medical staff ignored, the advantages of the salary system have not been brought into play, and the qualification framework still restricts the practice of the salary mechanism. In the annual assessment, morality, ability and performance are the unified assessment standards for medical personnel. The generalized performance appraisal system can't accurately reflect the work effect of different posts and personnel, and the performance appraisal is unscientific and can't motivate professionals with high labor value. The distribution model according to work in public hospitals needs to be further improved.

Thirdly, the flexible management strategy of human resources in public hospitals.

(A) update the concept of human resources management, improve the flexible management mechanism of human resources.

In the development of public hospitals, we must attach importance to human resource management. Using flexible management mode can significantly improve the effectiveness of human resource management. Based on this, it is necessary to update the concept of human resources management and regard human resources as the first resource, so as to enhance the core competitiveness of public hospitals, better adapt to the changes of social situation and improve hospital management efficiency. Based on the characteristics of the medical industry, realizing the flexible management of human resources needs to fully realize the important value of human resources ideologically, and truly cherish talents, so as to retain talents and provide assistance for the development of medical undertakings. Foreign countries mainly adopt the management mode of systematic classification, and implement differentiated management in training and salary, so as to improve the level of doctors of the same category through standardized training. Developed countries improve the theoretical level and practical ability of medical workers through professional management training to ensure ideal results in health planning, operational efficiency and risk management. All their work is promoted by human resources as the first resource.

In the flexible management of human resources in public hospitals, it is necessary to improve the human resources management system, clarify the talent standards, vigorously promote talent training, constantly improve the echelon construction plan, and promote the improvement of human resources management efficiency. Hospitals are highly professional, and in the long-term practice, it is necessary to actively improve the organizational structure, management mode and organizational level to ensure that it conforms to the actual situation. In the improvement of human resource management system, it is necessary to formulate assessment management methods and salary system, and gradually improve them in implementation, implement reward and punishment incentive system, scientifically reserve and adjust personnel, ensure the fairness and rationalization of human resource management, and enhance the cohesion and core competitiveness of hospitals. In the flexible management of human resources, the incentive mechanism should be scientific and effective, which can mobilize the enthusiasm of employees, stimulate their creativity, enhance their professional identity and ensure the effectiveness of performance appraisal. In the practice of hospital management, we should attach importance to performance management, set salary according to posts, stimulate employees' working motivation, and comprehensively improve the effectiveness of human resource management.

(B) to build a flexible training system, innovative human resource management practices

In order to ensure the effectiveness of human resource management in public hospitals, we can build an flexible training system, innovate the practice of human resource management, comprehensively improve the comprehensive quality of medical staff, and make them better participate in all aspects of hospital work. In this regard, we should vigorously promote the construction of training system, improve the training system, build a systematic training model, strengthen employees' learning awareness, create a good learning atmosphere in hospitals, and introduce modern human resource management concepts and methods into practice to promote the efficient development of human resource management. With the continuous growth of the medical team, human resource management is also facing new opportunities and challenges. Therefore, in the process of human resource management, it is necessary to pay attention to the needs of employees and explore their creativity with a flexible training system.

In the practice of flexible management of human resources, we can establish a multidisciplinary nursing team, clarify the responsibilities of the members in the team, pay attention to the reality of patients, formulate an all-round service plan, ensure the standardization, personalization and predictability of treatment and nursing, promote patients' rehabilitation, and help improve patients' satisfaction. In order to promote employees to learn from each other, we can set up professional development groups, such as psychological, rehabilitation, nutrition and other special groups, encourage employees to participate in group activities with their own interests, promote knowledge exchange, improve employees' learning enthusiasm, exercise employees' scientific research and teaching ability in a subtle way, and help employees get better development. Hospital managers should mobilize the enthusiasm of department staff to participate in continuing education and encourage employees to improve their academic qualifications and knowledge level through various channels. Medical staff should seriously study their professional knowledge, go deep into clinical practice, and gradually improve their medical technical level. Managers can organize department employees to actively participate in training activities inside and outside the hospital, update their concepts in time and master new knowledge and skills. Hospitals can organize all nursing staff to carry out professional training and cultivate comprehensive and practical nursing talents.

Under the flexible management mode, it is necessary to strengthen the training of talents. Hospitals should establish fair and scientific performance appraisal standards, mobilize the enthusiasm of employees, improve communication among employees, adhere to people-oriented and promote the realization of employees' organizational goals. When making the training plan, it is necessary to set up new employee training and continuing education courses for old employees, which should involve hospital culture, rules and regulations, salary and benefits, etc. Through the training of new ideas, new technologies and new methods, the comprehensive quality of employees can be improved, so that employees can actively learn and achieve results, thus promoting the appreciation of human capital. Personnel training should also be flexible, and certain flexibility should be maintained while implementing management according to rules and regulations. Medical staff are under great work pressure, so the training plan formulated by the hospital should be flexible, meet the needs of autonomous learning and management, and create a good environment for the growth of employees. The formulation of training plan should ensure the rationality of time, content and object arrangement, and should not increase the burden on employees. The appointment system can be adopted to ensure the scientificity and flexibility of training and effectively improve the training effect.

(3) Formulate and implement employee health care plans to improve work efficiency.

In order to ensure the effectiveness of flexible management of human resources, it is necessary to grasp the actual situation of public hospitals, scientifically formulate employee health care plans, and standardize their implementation in practice to promote the efficiency of hospitals. In practical work, we should respect the dominant position of employees and pay close attention to their health and diet. There are many medical staff in public hospitals, and their work intensity and load are heavy, which puts forward higher requirements for the physical quality of staff. In order to ensure that hospital employees are competent for their jobs and serve more patients, it is necessary to ensure the health of employees, and it is feasible to urge employees to have regular physical examinations. In addition, medical staff have high work intensity and special needs for nutritious diet. Therefore, public hospitals should run staff canteens well, ensure convenient dining, reduce time consumption, provide personalized nutrition catering according to employees' needs, actively develop new dishes, advocate reasonable diet, ensure balanced nutrition, improve the scientific level of employees' diet, and make employees feel happy, thus enhancing their loyalty to the hospital.

In order to strengthen the cohesion of the hospital, it is necessary to improve the psychological quality of employees in the process of flexible management of human resources. Hospitals can improve the psychological quality of employees by organizing health-related activities and making employee assistance plans. In public hospitals, medical staff account for a large proportion of the whole human resources, among which nursing staff are the majority. Management departments can test nurses' professional psychology from multiple angles, establish targeted help files, set up psychological consultation hotlines, let nurses know themselves and conduct targeted training. In addition to daily work, nurses can be organized to carry out rich recreational activities to release work pressure, which is also conducive to improving the quality of nursing services.

To realize the flexible management of human resources in public hospitals, we need to pay attention to the implementation of humanistic care, ensure the magnetization of management, create a good working environment, and promote the full realization of personal and professional values. Under the magnetic mode, talent management scheme can be made according to the current situation of human resources, employees can be given educational support, personal career development can be concerned, and the salary system can be combined with labor contribution to improve their sense of belonging to public hospitals. Public hospitals can create a characteristic nursing culture, adhere to the concept of humanistic innovation, build a whole-course high-quality nursing service chain, comprehensively improve the quality of nursing service, and establish a modern safety management and quality management system. Supported by magnetized hospital management culture, it can promote the optimal allocation of human resources, stabilize the medical staff, strengthen humanistic care, urge medical workers to convey warmth to patients, and improve the overall work level of the hospital.

(d) Promote flexible management and improve employee satisfaction.

In the process of human resource management in public hospitals, we should promote flexible management in an orderly manner, optimize the allocation of human resources, improve the utilization rate of resources and promote employee satisfaction. The optimization of hospital human resources is very important for the promotion of hospital competitiveness. On the basis of clarifying the importance of human resource management, the hospital management department should improve the human resource management system, improve the cognitive level of employees and enhance the cohesion and centripetal force within the hospital. Implement hierarchical management of human resources, flexibly allocate the existing medical technical human resources, optimize the human resources of the organization and improve its utilization rate. In the process of flexible management of human resources, we can use human resources flexibly through external labor forms, enhance their value, improve the quality of medical services and reduce the labor intensity of medical staff. Flexible management mode can promote the development of human resources and improve the efficiency of the use of human resources, which belongs to a low-input, quick-acting human resources development mode. At present, the medical tasks in public hospitals are obviously aggravated, and the work pressure of employees is relatively high. Under the flexible management mode, we can set up special posts, arrange shifts, calculate working hours, reduce the workload of employees, help employees arrange their own time, coordinate their work and life, and improve their satisfaction and enthusiasm for participating in scientific research. Employees get space for self-development, which is conducive to stimulating their creativity in their work and is also of great significance to the development of the department.

In order to promote the flexible management of human resources in public hospitals, it is necessary to scientifically allocate resources according to the actual situation, build human resources reserves, maximize the value of talents, and provide internal motivation for the development of hospitals. In the new stage of modern social development, the public's demand for health has obviously increased, but the medical service structure needs to be optimized, and the total service supply is obviously insufficient. It is necessary to establish human resources reserve, dynamically allocate human resources, strengthen employees' sense of responsibility, stimulate employees' creativity and promote hospital work with high quality. In the management of nurses in public hospitals, a three-level vertical management system can be established. The director of nursing department, head nurse and head nurse are respectively responsible for the management of nurses and funds, standardizing and promoting personnel training, recruitment and deployment, and ensuring the scientific management of performance bonuses, special post allowances, research funds and other funds. In order to ensure the benign operation of the three-level management system, the hospital staff representatives can form four management committees, starting from four aspects: nursing work, quality management, teaching management and scientific research management, so as to ensure the efficient development of management work. Establish a practical human resource allocation system, formulate management measures in an emergency, carefully control labor costs, ensure high-level medical management, comprehensively improve the level of resource allocation, promote the realization of flexible human resource management goals, and maximize the value of talents.

Four. conclusion

In the national medical and health system, public hospitals are an important component with the characteristics of public welfare and non-profit. Realizing the flexible management of human resources in public hospitals can enhance the core competitiveness of hospitals. In order to promote the realization of this goal, it is necessary to constantly improve the human resource management system, optimize the allocation of human resources, adopt flexible management methods, formulate scientific talent training programs, improve the overall quality of employees, and promote all work in hospitals in an orderly manner. At the same time, we should use hospital culture to cultivate employees' sentiment, strengthen psychological construction, establish psychological contracts, and enhance employees' sense of belonging and loyalty to the hospital. Reasonable application of various exploratory and summative measures can improve the effectiveness of flexible management of human resources in public hospitals and lay a solid foundation for the sustained and healthy development of hospitals.

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