ObjectiveTo understand the current status of healthcare human resources (HHR) in a large public hospital, predict the HHR demand aligned with the development of the hospital, and provide reference basis and feasible solutions for HHR planning for high-quality development of the large public hospital. MethodsBased on grey model and auto regressive integrated moving average model, a variance reciprocal method for weight allocation was applied to set up the combination forecasting model. Different types of HHR demand of the large public hospital from 2024 to 2026 were predicted and the accuracies of the three different model predictions were compared. ResultsThe numbers of total personnel, health technical personnel, physicians, nurses, and technicians predicted by the combination forecasting model for 2026 were 17654, 13041, 4389, 6198, and 2264, respectively. The corresponding average annual growth rates from 2024 to 2026 were 5.54%, 5.55%, 5.37%, 4.27%, and 5.60%, respectively. Compared with the two single forecasting models, the combination forecasting model had the smallest average absolute errors, mean squared errors, and mean absolute percentage errors for predicting the numbers of total personnel, nurses, and technicians. It also had the smallest average absolute error and mean absolute percentage error for predicting the number of health technical personnel, and the smallest average absolute error for predicting the number of physicians. ConclusionsCompared with the single forecasting model, the combination forecasting model shows fewer system errors and better predictive results. The demand for total personnel, health technical personnel, physicians, nurses, and technicians of this large public hospital will continue to increase, so planning and reserving staff in advance is a key to high-quality development of the hospital.
Objective To explore the influencing factors of the usage behavior of the scientific research management system and provide references for hospitals in constructing scientific research management systems. Methods Data were collected through questionnaires in April 2024. Based on the unified theory of acceptance and use of technology (UTAUT), the information system success model, and the self-efficacy theory, a research model on the influencing factors of the usage behavior of the scientific research management system among medical staff was constructed from the dual perspectives of users and information systems. The structural equation model was utilized to explore the influencing factors of the usage behavior of the scientific research management system. Results A total of 527 questionnaires were collected. Among them, there were 157 males and 370 females. The overall Cronbach α coefficient of the questionnaire was 0.916, and the KMO value was 0.896. For Bartlett’s test of sphericity (P<0.001). The composite reliability of each latent variable was greater than 0.7, and the average variance extracted was greater than 0.5. Therefore, this questionnaire had good reliability and validity. The research showed that information quality, performance expectancy, effort expectancy, and system quality all had significant positive impacts on the usage intention of users of the scientific research management system (P<0.05). Meanwhile, facilitating conditions and usage intention both had significant positive impacts on the usage behavior of users (P<0.05). Conclusions The construction of the scientific research management system should be guided by management needs, comprehensively sort out the general scientific research work needs of medical staff. Through the apply information-based means, various forms of training, and strengthening policy guidance, the aim is to improve the intelligence level of system operations, enhance the convenience of user self-service, and promote the effective construction of the ecosystem of the scientific research management system.
As the implementation of the high-quality development policy of public hospitals is faced with the problems of diversified environment and the coordination of execution of complex actors, the network structure has changed from the closed resistance type to the open competition type. At present, China’s high-quality development policy of public hospitals needs to improve the policy system and refine the top-level design; strengthen the executive power of network entities and innovate the joint governance mechanism; optimize the structure of policy tools to improve the resilience and flexibility of the network; implement the performance evaluation mechanism and strengthen supervision. This article is based on policy network theory and provides an in-depth analysis of the current high-quality development policy texts for public hospitals in China, with the aim of providing suggestions for policy development
Objective To understand the basis and status of setting up the dispensing fee at home and abroad, and to ascertain the scope of dispensing service, so as to offer references to the setting up and implement of dispensing fee in China. Methods According to the evidence-based principle, the descriptive method was adopted to demonstrate the basis of setting up the dispensing fee. The different definition, payment mode and standard were compared at home and abroad. Results Separation of prescribing and dispensing was the basis of setting up the dispensing fee. In western countries, the charge of dispensing fee was almost at the same level, though its definition and scope were different among countries. It was more reasonable to determine the level of dispensing fee according to the visiting frequency, compared with the price, the number and the type of drugs in the prescription. Conclusion China’s calculation of dispensing fee should be based on the prescription fee, the cost of drug administration and store. Dispensing fee should be implemented in the pilot hospitals firstly. Institutions providing primary health care services (rural health clinics, community health service centers etc) which follow a policy of “separating revenue from expenditures” may not adopt the dispensing fee temporarily. In urban hospitals, it is advisable to promote the separation of prescribing and dispensing gradually and bring pharmacists to provide prescription auditing, dispensing and advisory services. For retail pharmacies, pharmacists should be gradually fully staffed as one of the necessary conditions for operating. Performance evaluation of pharmacist’s services and pharmacy administration also should be developed.
There are more than 6 800 urban public hospitals in China, which are the main subject of our country's medical service, but the process and efficiency need to be improved because of the siphon effect of resources and the limit of service scope. The use of internet thinking and technology will solve this problem effectively. Based on the fact, Deyang People's Hospital planned "internet+" system according to the requirement of the medical and health system reform, to solve the problems such as service efficiency, doctor-patient communication, multi-spot disciple, hierarchical medical system, delicacy management, etc. Through the concrete practice of elevating the efficiency of outpatient and emergency care services, it is recognized that the application of internet thinking and technology can not only accelerate the medical and health system reform, but also subvert the traditional medical pattern, integrate the regional medical resource, and enlarge the scope of medical services. It provides a sharp weapon to push forward the reform of urban public hospitals.
Objective To understand the current situation of patient satisfaction management in public hospitals, and provide reference for improving the level of hospital satisfaction management and enhancing patients’ medical experience. Methods A questionnaire survey was conducted on public hospitals using a combination of purposive sampling and convenience sampling between May 2021 and March 2023. The survey covered the current situation of organizational support, institutional construction, human resource allocation, evaluation technology, evaluation process, work mode, assessment incentives, and effectiveness tracking in satisfaction management of public hospitals. Results A total of 101 hospitals were surveyed. Among them, 85 hospitals (84.2%) had formulated and issued satisfaction management measures, 37 hospitals (36.6%) had not set up independent satisfaction management departments, and only 27 hospitals (26.7%) had set up a dedicated budget for satisfaction management. 37 hospitals (36.6%) did not use online survey methods for satisfaction evaluation, and 14.9%, 21.8%, and 37.6% of hospitals did not include demographic information such as age, gender, and education level in the questionnaire design, respectively. 66 hospitals (65.3%) were used satisfaction evaluation results as the basic basis for evaluating department and employee performance, while only 25 hospitals (24.8%) had set up a satisfaction award for year-end evaluations. There were differences in the specialized budget for satisfaction management and the design of satisfaction survey questionnaires among hospitals of different levels (P<0.05). There were differences in whether different types of hospitals had dedicated personnel responsible for daily management work such as satisfaction evaluation, opinion collection, and assessment (P<0.05). Conclusions There are still shortcomings in the institutional construction, institutional setting, and resource investment of satisfaction management in public hospitals, which restrict its standardized and long-term development. The informationization and professionalism of satisfaction evaluation in public hospitals need to be improved, and construction needs to be strengthened to enhance data quality. The utilization and incentive mechanism of satisfaction evaluation results in public hospitals are insufficient, limiting their potential in improving service quality and employee motivation.
Objective To establish a cooperative decision-making model of county-level public hospitals, so as to freely select the best partner in different decision-making units and promote the optimal allocation of medical resources. Methods The input and output data of 10 adjacent county-level public hospitals in Henan province from 2017 to 2019 was selected. Based on the traditional data envelopment analysis (DEA) model, a generalized fuzzy DEA cooperative decision-making model with better applicability to fuzzy indicators and optional decision-making units was constructed. By inputting index information such as total number of employees, number of beds, annual outpatient and emergency volume, number of discharged patients, total income and hospital grade evaluation, the cooperation efficiency intervals of different hospitals were calculated to scientifically select the best partner in different decision-making units.Results After substituting the data of 10 county-level public hospitals in H1-H10 into the model, taking H2 hospital as an example to make cooperative decision, among the four hospitals in H1, H2, H7 and H10 of the same scale, under optimistic circumstances, the best partner of H2 hospital was H7 hospital, and the cooperation efficiency value was 1.97; in a pessimistic situation, the best partner of H2 hospital was H10 hospital, and the cooperation efficiency value was 0.98. The model had good applicability in the cooperative decision-making of county-level public hospitals. Conclusion The generalized fuzzy DEA model can better evaluate the cooperative decision-making analysis between county-level public hospitals.
In response to the opportunities and challenges faced by large comprehensive public hospitals in the new era, West China Hospital of Sichuan University has summarized a set of plans for various positions in public hospitals through 18 years of exploration, and provides a reference basis for the position setting of public hospitals.
Objective To evaluate the impact of the new performance evaluation system in H hospital on clinical rational blood use and provide a basis for optimizing medical resource management. Methods This study employed a self-controlled before-after design to evaluate the effects of a blood management reform implemented in December 2023. The reform integrated key performance indicator (KPI) assessment with objectives and key results (OKR) methodology. Key interventions included enhancing the information system, strengthening clinical blood management quality control, and promoting alternative therapeutic techniques. Clinical blood utilization data were collected for one year both before and after the reform implementation. The impact of the reform was rigorously assessed using interrupted time series analysis (ITSA). Results A total of 1 032 clinical blood transfusion records were collected from 2023 to 2024, with 977 ultimately included in the analysis. In 2024, the qualified rate of hemoglobin of patients receiving red blood cell suspension transfusions in the whole hospital increased from 67.46% to 76.38%, and the per capita consumption of red blood cell suspension decreased by 11.36% year on year. The number of blood transfusion cases in surgical departments decreased by 26.60%, and that in non-surgical specialist departments decreased by 7.53%. The multi factor model showed that the improvement of the qualified rate in non-surgical departments and the main internal medicine subgroups was statistically significant. Conclusion The new performance evaluation system significantly improves the level of rational blood use and reduces resource waste through mechanism optimization and incentive coordination, providing a reference model for blood management reform in medical institutions.
Objective To investigate the influencing factors on the promotion and appointment of reserve management talents in public hospitals, providing references for the full-cycle management of these talents. Methods A case-control study was conducted on reserve management talents at West China Hospital of Sichuan University from 2016 to 2023 to explore factors associated with their promotion and appointment. Results A total of 348 reserve management talents were included, with 102 in the promoted group and 246 in the non-promoted group. Univariate analysis revealed that age, academic degree, length of hospital service, employment type, professional title, supervisor type, and whether serving as a medical team leader were significantly associated with promotion (P<0.05). Multivariate logistic regression analysis revealed that reserve management talent category [part-time project supervisor vs. part-time dean’s assistant: odds ratio (OR)=0.050, 95% confidence interval (CI) (0.004, 0.594), P=0.018], doctoral degree [OR=9.279, 95%CI (2.626, 32.792), P=0.001], >10 years of hospital service [OR=3.598, 95%CI (1.892, 6.842), P<0.001], and supervisor type [master’s supervisor vs. non-supervisor: OR=2.234, 95%CI (1.148, 4.349), P=0.018; doctoral supervisor vs. non-supervisor: OR=7.604, 95%CI (2.882, 20.061), P<0.001] as independent predictors of promotion. Conclusion Reserve management talent category, advanced academic degrees (doctorate), longer service duration (>10 years), and qualification as a graduate supervisor are independent predictors of promotion to management positions, highlighting the competitive advantage of candidates with academic credentials, practical experience, and competencies in both teaching and administration.