高等医学院校基于津贴制度改革的薪酬体系优化研究
摘要
我国高校薪酬长期以来沿袭与计划经济相适应的统一模式,伴随1999年高校校内津贴制度的引入,使高校分配制度改革进入了新的阶段,高校校内津贴成为工资及薪酬体系中最具有生机与活力的部分,10年改革实践证明,高校校内津贴制度是国家工资制度一个重要补充,在促进高校人才引进、加强师资队伍建设、提高科研水平等方面发挥了积极作用;虽然津贴制度改革的实践成果值得肯定,但是现行津贴制度逐渐暴露出目标模式未建立、绩效考核不健全以及薪酬体系不完整等问题,这些问题已经引起广泛关注和并引发深入思考。本课题应用文献检索、问卷调查及深入访谈调查等方法,调查某医学院校校内津贴模式、岗位津贴、绩效津贴满意度,总结校内津贴制度实施中影响满意度的相关因素及影响薪酬体系优化的各种问题,针对津贴模式单一、岗位津贴缺乏系统岗位评价、绩效津贴与绩效管理不匹配、薪酬缺乏外部竞争性及内部公平性等问题,结合医学院校特点,应用战略人力资源管理理论及薪酬激励理论,提出基于校内津贴制度改革的“岗位、绩效、素质”三位一体的薪酬体系模式,研究结果为完善医学院校校内津贴制度、优化薪酬体系提供参考依据,也为全面实施绩效工资奠定基础。
For a long time, higher payment in Universities has followed China's Planned Economy and formed the relevant pattern, with the introduction of the university’s subvention system in 1999, the university’s distribution system has entered a new stage, the allowance standard of the Universities has become the most energetic and active part. With changes in and out of the universities, the current allowance standard gradually exposed such problems in target model, performance assessment and allowance standard, the result of school allowances practice can often be reported, but the study on the optimization of salary system is seldom, especially in medical universities. The benefits of human resource management in medical universities are directly related to the efficiency and quality of human resources for health, thus, the optimization of salary system based on the reform of allowance system plays an important role in promoting the reform of distribution system in medical universities.
The project adopted literature search, questionnaire and survey, and other methods, questioned 278 medical college members with papers, and interviewed 30 relevant members, summed up the problems in implementing the salary system in school, analyzed the relevant factors in influencing the satisfaction, investigated the reasons of affecting incentive role from salary system. Through EpiData3.02 for Windows software, coded the questionnaire information; through double entry and double verification method to establish the database; after logical check, using SPSS13.0 statistical software for statistical analysis and processing, mainly forχ2 test, to test the statistical significance between multiple samples rates or more constituent ratio ( P <0.05 was considered statistically significant criteria).
Research Contents:
Part I To research the evolution of China's salary system, focusing on history and current status of income distribution reform since 1999. Based on school allowance mode, summarize the characteristics of various allowance modes and the related achievements and existing problems.
Part II To sort through the allowances, salary, appointment and performance theories related to domestic and international human resource management, focus on the motivation theory to establish the effective theoretical basis for compensation system.
Part III To Analyze the mode of medical allowance standard and status of salary system; mainly survey the internal consistency of the school allowance standard mode, external competitiveness, relevance of employee contributions; Summarize the characteristics of salary system and allowance standard; analyze the existing major problems and causes in distribution system and its supporting management system.
Part IV: Aimed at the causes of allowance standard in medical universities and the current status of salary system, apply the incentive payment theory; establish the medical schools salary system model; put forward the principles and means of incentive pay system, focusing on possible options of post allowance and performance benefits reform, and reform ideas of other related reforms, such as the employment system, post setting, performance management.
Conclusions as follows:
1 Main Problem of Allowance Standard and Salary System in Medical Universities
(1) The concentration is high, the recognition is low
(2)Fairness of performance assessment of all staff has a higher degree of recognition, but performance evaluation results have a low level of effectiveness.
(3) Low satisfaction with incentive pay; salary external competitiveness is not high; lack of internal equity.
(4) Main factors include fixed pay wages and job promotion, which reflects the stability of the wage system, but exposes the university failure of following the planned economy management.
(5) School staff has little understanding of the three-year school development plan indicating transfer from personnel management to strategic human resource management are not in place, naturally led to the lack strategic goal-orientation in designing salary system.
2 The principles of Allowance Standard Reform & Optimization of Salary System
(1) To establish a strategic-oriented salary system; fully realize the gap among the pay levels; emphasize on key positions, key talent members; stabilize the core power and backbone team; retain and attract key talents and the wanted talents;
(2) By insisting on the performance management as a core principle of incentive salary system to form a post value-based, performance-oriented, additional special-allowance and position & performance payment system. By the systematic adjustment of job evaluation results and the effective operation of performance management system to strengthen the incentive functions of salary management system;
(3) To establish various professional "runway" for staff, advocate a“flexible occasion for development”approach, through career development channels and the effective integration of promotion to contributed the university's management and talent development. According to the introduction of broadband payment, employees can have promotion opportunities of wage for the same job.
(4) To perfect the existing pay structure on the basis of position value and job characteristics, and set a reasonable structure for position payment;
3 Optimization of Salary System Based on Reform of Allowance Standard in Medical Universities
(1) Mode for medical universities’allowance: post allowance + Performance allowance + Special (Award) grant allowance.
(2) The establishment of the salary system trinity for position, performance and quality
(3) Principles for designing salary system: adhere to the strategic direction; insist on equity, competitiveness and incentive principles; adhere to the fully integration of position value and payment; adhere to the performance as the incentive core principle for salary system; adhere to the flexible principle with the convergence of the market.
(4) Approaches for optimization of salary system: "three links, an introduction", that is, to improve the job evaluation system, to improve the performance management system (PDCA cycle), to implement job competency assessment, and the introduction of companies broadband payment technology.
For a long time, higher payment in Universities has followed China's Planned Economy and formed the relevant pattern, with the introduction of the university’s subvention system in 1999, the university’s distribution system has entered a new stage, the allowance standard of the Universities has become the most energetic and active part. With changes in and out of the universities, the current allowance standard gradually exposed such problems in target model, performance assessment and allowance standard, the result of school allowances practice can often be reported, but the study on the optimization of salary system is seldom, especially in medical universities. The benefits of human resource management in medical universities are directly related to the efficiency and quality of human resources for health, thus, the optimization of salary system based on the reform of allowance system plays an important role in promoting the reform of distribution system in medical universities.
The project adopted literature search, questionnaire and survey, and other methods, questioned 278 medical college members with papers, and interviewed 30 relevant members, summed up the problems in implementing the salary system in school, analyzed the relevant factors in influencing the satisfaction, investigated the reasons of affecting incentive role from salary system. Through EpiData3.02 for Windows software, coded the questionnaire information; through double entry and double verification method to establish the database; after logical check, using SPSS13.0 statistical software for statistical analysis and processing, mainly forχ2 test, to test the statistical significance between multiple samples rates or more constituent ratio ( P <0.05 was considered statistically significant criteria).
Research Contents:
Part I To research the evolution of China's salary system, focusing on history and current status of income distribution reform since 1999. Based on school allowance mode, summarize the characteristics of various allowance modes and the related achievements and existing problems.
Part II To sort through the allowances, salary, appointment and performance theories related to domestic and international human resource management, focus on the motivation theory to establish the effective theoretical basis for compensation system.
Part III To Analyze the mode of medical allowance standard and status of salary system; mainly survey the internal consistency of the school allowance standard mode, external competitiveness, relevance of employee contributions; Summarize the characteristics of salary system and allowance standard; analyze the existing major problems and causes in distribution system and its supporting management system.
Part IV: Aimed at the causes of allowance standard in medical universities and the current status of salary system, apply the incentive payment theory; establish the medical schools salary system model; put forward the principles and means of incentive pay system, focusing on possible options of post allowance and performance benefits reform, and reform ideas of other related reforms, such as the employment system, post setting, performance management.
Conclusions as follows:
1 Main Problem of Allowance Standard and Salary System in Medical Universities
(1) The concentration is high, the recognition is low
(2)Fairness of performance assessment of all staff has a higher degree of recognition, but performance evaluation results have a low level of effectiveness.
(3) Low satisfaction with incentive pay; salary external competitiveness is not high; lack of internal equity.
(4) Main factors include fixed pay wages and job promotion, which reflects the stability of the wage system, but exposes the university failure of following the planned economy management.
(5) School staff has little understanding of the three-year school development plan indicating transfer from personnel management to strategic human resource management are not in place, naturally led to the lack strategic goal-orientation in designing salary system.
2 The principles of Allowance Standard Reform & Optimization of Salary System
(1) To establish a strategic-oriented salary system; fully realize the gap among the pay levels; emphasize on key positions, key talent members; stabilize the core power and backbone team; retain and attract key talents and the wanted talents;
(2) By insisting on the performance management as a core principle of incentive salary system to form a post value-based, performance-oriented, additional special-allowance and position & performance payment system. By the systematic adjustment of job evaluation results and the effective operation of performance management system to strengthen the incentive functions of salary management system;
(3) To establish various professional "runway" for staff, advocate a“flexible occasion for development”approach, through career development channels and the effective integration of promotion to contributed the university's management and talent development. According to the introduction of broadband payment, employees can have promotion opportunities of wage for the same job.
(4) To perfect the existing pay structure on the basis of position value and job characteristics, and set a reasonable structure for position payment;
3 Optimization of Salary System Based on Reform of Allowance Standard in Medical Universities
(1) Mode for medical universities’allowance: post allowance + Performance allowance + Special (Award) grant allowance.
(2) The establishment of the salary system trinity for position, performance and quality
(3) Principles for designing salary system: adhere to the strategic direction; insist on equity, competitiveness and incentive principles; adhere to the fully integration of position value and payment; adhere to the performance as the incentive core principle for salary system; adhere to the flexible principle with the convergence of the market.
(4) Approaches for optimization of salary system: "three links, an introduction", that is, to improve the job evaluation system, to improve the performance management system (PDCA cycle), to implement job competency assessment, and the introduction of companies broadband payment technology.
引文
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[2]乔治.米尔科维奇.人力资源管理[M].北京:机械工业出版社,2002.
[3]仇雨临.员工福利管理[M].上海:复旦大学大学出版社,2009.
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[6]路远.L大学岗位津贴制度的分析与设计[D].兰州大学,2009.
[7]胡芳茜,盛亚东.浙江大学实施岗位聘任津贴制度的实践和效果[J].中国高教研究2004年(增刊):59-63.
[8]刘婉华,袁汝梅.适应“两个转变”深化校内分配制度改革—清华大学校分配制度改革的实践与探讨[J].中国高等教育,2004,(5):15-16.
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[11]葛巧云.建立科学的分配制度—对岗位津贴制度改革实践的思考[J].中国高校师资研究2006,(2):32-36.
[12]穆荣华,潘少明.实行岗位津贴制度推进薪酬体制改革—南京大学实施岗位津贴制度的实践和效果[J].中国高教研究,2004,(增刊):63-66.
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[14]沈兰芳,陆昌祥,陆铭等.复旦大学实施岗位津贴制度的调研报告[J].中国高教研究,2004,(增刊):52-54.
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[16]蒋美玲.关于高校校内津贴制度的思考[J].社科纵横,2007,22(8):158-159.
[17]沙迪.建立规范化的高校校内津贴制度刍议[J].中国轻工教育,2006,(4):38-40.
[18]林平.高校薪酬管理与改革研究[D].南京林业大学,2004.
[19]徐坚挺.现代薪酬意义下高校薪酬制度改革的几点思考[J].广东技术师范学院学报,2007,(2) :70-73.
[20]康士勇.薪酬管理体系:薪酬目标、薪酬战略和薪酬技术[J].北京市计划劳动管理干部学院学报,2006,14(1) :32-35.
[21]李均波,田晓文.我国高校薪酬结构优化问题研究[J].经济纵横,2006,(10) :30-32.
[22]王荻,陈巍.几种激励理论在薪酬管理中的应用[J].商业研究,2005,(24) :64-66.
[23]李越恒.公平理论在高校薪酬管理中的应用[J].湖南工程学院学报,2009,19(9) :19-23.
[24]周杰.战略人力资源管理研究综述[J]科技管理研究,2008,(2) :167-169.
[25]张维迎.大学的逻辑[M].北京:北京大学出版社,2004.
[26]刘宇空,付瑶瑶,颜淑霞.继续深化以岗位津贴制度为主的高校人事分配制度改革—上海交通大学的探索与实践[J].中国高教研究,2004,(增刊):55-58.
[27]孙赵华,王德顺,郎少刚.人事分配制度改革的探索与实践—吉林大学实施校内津贴制度的实践与效果[J].中国高教研究,2004,(增刊):79-81.
[28]罗中枢,李旭锋,李键.新机制促进新跨越—四川大学关于岗位津贴制度的实践与效果[J].中国高教研究,2004,(增刊):82-86.
[29]屈朝霞,杨实俊.深化高校人事分配制度改革的思考[J].黑龙江高教研究,2005,(9):7-9.
[30]吕玉刚.全面实施岗位设置工作积极推进聘后规范管理[J].中国高等教育,2008,(24):11-14.
[31]吴文远.基于绩效的高校教师薪酬制度研究[J].理工高教研究,2008,27(8) :53-54.
[32]廖建桥,菜婷,问鹏.激励系数:一个衡量薪酬激励性的新概念[J].华中科技大学学报, 2009,23(5):66-70.
[33]刘剑虹.效率与公平:高校分配制度改革的模式研究[J].国家高级教育行政学院学报,2002,(6):43-48.
[34]潘金丽.战略人力资源管理对组织绩效的影响研究[D].中南大学,2007.
[35]潘永明,米冠旭.战略人力资源管理为组织赢得竞争优势[J].江西社会科学,2009,(5) :210-213.
[36]李一,沈春秋,李宏涛.美国薪酬管理模式对我国的启示[J].现代管理科学, 2007(10):87-88.
[37]别敦荣,杨德广.中国高等教育改革与发展30年[M].上海教育出版社,2009.
[38] BLAND CJ, WERSAL L, et al.Evaluating faculty performance: a systematically designed and assessed approach. Acad Med[J].2002, 77(1):15-30.
[39]王银生,涂满章.战略人力资源管理新模式一基三维修炼[M].青海人民出版社,2009.
[40]王艳.构建新型激励制高校薪酬体系[J].贵州工业大学学报,2008,10(5):227-229.
[41] BERK RA. Using the 360 degrees multisource feedback model to evaluate teaching and professionalism[J]. Med Teach, 2009,31(12),1073-1080.
[42]王宏.基于宽带思想的薪酬体系设计[J].商场现代化,2007,(4):85-86.
[2]乔治.米尔科维奇.人力资源管理[M].北京:机械工业出版社,2002.
[3]仇雨临.员工福利管理[M].上海:复旦大学大学出版社,2009.
[4]吕玉刚.深化高校人事制度改革的几点思考[J].中国高等教育,2005,(7):21-23.
[5]曾湘泉,赵立军.我国高等学校工资制度的历史沿革[J].中国高教研究,2004年(增刊):5-10.
[6]路远.L大学岗位津贴制度的分析与设计[D].兰州大学,2009.
[7]胡芳茜,盛亚东.浙江大学实施岗位聘任津贴制度的实践和效果[J].中国高教研究2004年(增刊):59-63.
[8]刘婉华,袁汝梅.适应“两个转变”深化校内分配制度改革—清华大学校分配制度改革的实践与探讨[J].中国高等教育,2004,(5):15-16.
[9]刘耕年,戴长亮,金和征等.北京大学实施岗位津贴制度的实践与效果[J].中国高教研究,2004年,(增刊):48-51.
[10]陈万明.高校教师薪酬制度改革理性评析与展望[J].复旦教育论坛,2006,4(4):52-56.
[11]葛巧云.建立科学的分配制度—对岗位津贴制度改革实践的思考[J].中国高校师资研究2006,(2):32-36.
[12]穆荣华,潘少明.实行岗位津贴制度推进薪酬体制改革—南京大学实施岗位津贴制度的实践和效果[J].中国高教研究,2004,(增刊):63-66.
[13]刘婉华,袁汝梅,张岩峰等.清华大学实施岗位津贴制度的实践和效果[J].中国高教研究,2004,(增刊):41-47.
[14]沈兰芳,陆昌祥,陆铭等.复旦大学实施岗位津贴制度的调研报告[J].中国高教研究,2004,(增刊):52-54.
[15]徐佑长,汪海建.大力推进校内分配制度改革促进高校改革和发展[J].中国高校师资研究,2007,(4):37-40.
[16]蒋美玲.关于高校校内津贴制度的思考[J].社科纵横,2007,22(8):158-159.
[17]沙迪.建立规范化的高校校内津贴制度刍议[J].中国轻工教育,2006,(4):38-40.
[18]林平.高校薪酬管理与改革研究[D].南京林业大学,2004.
[19]徐坚挺.现代薪酬意义下高校薪酬制度改革的几点思考[J].广东技术师范学院学报,2007,(2) :70-73.
[20]康士勇.薪酬管理体系:薪酬目标、薪酬战略和薪酬技术[J].北京市计划劳动管理干部学院学报,2006,14(1) :32-35.
[21]李均波,田晓文.我国高校薪酬结构优化问题研究[J].经济纵横,2006,(10) :30-32.
[22]王荻,陈巍.几种激励理论在薪酬管理中的应用[J].商业研究,2005,(24) :64-66.
[23]李越恒.公平理论在高校薪酬管理中的应用[J].湖南工程学院学报,2009,19(9) :19-23.
[24]周杰.战略人力资源管理研究综述[J]科技管理研究,2008,(2) :167-169.
[25]张维迎.大学的逻辑[M].北京:北京大学出版社,2004.
[26]刘宇空,付瑶瑶,颜淑霞.继续深化以岗位津贴制度为主的高校人事分配制度改革—上海交通大学的探索与实践[J].中国高教研究,2004,(增刊):55-58.
[27]孙赵华,王德顺,郎少刚.人事分配制度改革的探索与实践—吉林大学实施校内津贴制度的实践与效果[J].中国高教研究,2004,(增刊):79-81.
[28]罗中枢,李旭锋,李键.新机制促进新跨越—四川大学关于岗位津贴制度的实践与效果[J].中国高教研究,2004,(增刊):82-86.
[29]屈朝霞,杨实俊.深化高校人事分配制度改革的思考[J].黑龙江高教研究,2005,(9):7-9.
[30]吕玉刚.全面实施岗位设置工作积极推进聘后规范管理[J].中国高等教育,2008,(24):11-14.
[31]吴文远.基于绩效的高校教师薪酬制度研究[J].理工高教研究,2008,27(8) :53-54.
[32]廖建桥,菜婷,问鹏.激励系数:一个衡量薪酬激励性的新概念[J].华中科技大学学报, 2009,23(5):66-70.
[33]刘剑虹.效率与公平:高校分配制度改革的模式研究[J].国家高级教育行政学院学报,2002,(6):43-48.
[34]潘金丽.战略人力资源管理对组织绩效的影响研究[D].中南大学,2007.
[35]潘永明,米冠旭.战略人力资源管理为组织赢得竞争优势[J].江西社会科学,2009,(5) :210-213.
[36]李一,沈春秋,李宏涛.美国薪酬管理模式对我国的启示[J].现代管理科学, 2007(10):87-88.
[37]别敦荣,杨德广.中国高等教育改革与发展30年[M].上海教育出版社,2009.
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