Objective To analyze the willingness and influencing factors of doctors in Beijing public hospitals to set up clinics in the community,and to provide scientific basis for promoting quality health technicians to go down to the grassroots and realize hierarchical diagnosis and treatment.Methods Doctors from 6 specialized hospita ls and 3 general hospitals in Beijing were selected as subjects for questionnaire survey.By stratified sampling,a questionnaire survey was conducted on 518 doctors from 9 public hospitals in Beijing through stratified sampling method.Descriptive analysis,rank sum test and ordered logistic regression were used to explore doctors'willingness to open clinics and its influencing factors.Results In all survey respondents,212(40.93%)physicians were very or somewhat willing to open a clinic in the community,physicians with higher benefit perception,and greater willingness to publicize relevant policies were more willing to set up clinics.Conclusion Opening of clinics by doctors in public hospitals is affected by perceived benefits and willingness to advocate policies.It is suggested to further improve relevant systems and policies,reduce the risk of doctors opening clinics,and promote doctors in public hospitals to open clinics in communities,so as to realize the sinking of high-quality health human resources to the grassroots.

Objective:To explore the impact mechanism of strategic human resource management (SHRM) capabilities in hospital clinical departments on departmental organizational performance, providing references for improving the overall performance of hospitals.Methods:The research subjects were 46 clinical departments of a tertiary public hospital in Beijing. Using a stratified sampling method, at least one middle-level manager was selected from each department, and 30% of the medical staff were randomly sampled from each professional title level within the department. A self-made questionnaire was used to investigate the SHRM capabilities of each department from September to December 2023. The organizational performance of clinical departments was assessed using the departmental performance evaluation system established by the hospital. First, the performance target values for each department in 2023 were set based on the historical data from 2020 to 2022. Then, the actual performance evaluation data of 2023 were compared with the target values to calculate the achievement rate or deviation. Finally, the comprehensive performance scores of each department were calculated by weighting. The performance scores of the departments in 2023 were used as the outcome variable, while SHRM capabilities, department size, number of beds, and whether the department was a key department were used as antecedent condition variables. Fuzzy-set qualitative comparative analysis (fsQCA) was employed to explore the combinations of antecedent conditions that lead to high and low organizational performance in clinical departments.Results:A total of 1 391 valid questionnaires were collected. The weighted average score of SHRM capabilities in clinical departments was (4.23±0.27) points, and the total score of organizational performance evaluation in 2023 was 70.75 (52.50, 79.47) points. The consistency of each antecedent condition variable did not reach the critical value of 0.90, indicating that none of them were sufficient to be a necessary condition for high or low organizational performance in the departments. Two pathways to high organizational performance and two pathways to low organizational performance were identified. The solution consistency for the high organizational performance pathway was 0.83, with a coverage of 0.35, and both core conditions, acquisition capability and maintenance capability, were present. The solution consistency for the low organizational performance pathway was 0.85, with a coverage of 0.08, and the core conditions, development capability, was absent.Conclusions:Different combinations of antecedent condition variables, including the strategic human resource management capability of clinical departments, had varying impacts on the organizational performance of clinical departments. The possession of human resource acquisition, maintenance, and development capabilities by clinical departments was an essential condition for achieving high organizational performance. It is recommended to strengthen the construction of these three capabilities and emphasize the coordinated development of human resource management capabilities to enhance the organizational performance of clinical departments.

Objective To analyze the willingness and influencing factors of doctors in Beijing public hospitals to set up clinics in the community,and to provide scientific basis for promoting quality health technicians to go down to the grassroots and realize hierarchical diagnosis and treatment.Methods Doctors from 6 specialized hospita ls and 3 general hospitals in Beijing were selected as subjects for questionnaire survey.By stratified sampling,a questionnaire survey was conducted on 518 doctors from 9 public hospitals in Beijing through stratified sampling method.Descriptive analysis,rank sum test and ordered logistic regression were used to explore doctors'willingness to open clinics and its influencing factors.Results In all survey respondents,212(40.93%)physicians were very or somewhat willing to open a clinic in the community,physicians with higher benefit perception,and greater willingness to publicize relevant policies were more willing to set up clinics.Conclusion Opening of clinics by doctors in public hospitals is affected by perceived benefits and willingness to advocate policies.It is suggested to further improve relevant systems and policies,reduce the risk of doctors opening clinics,and promote doctors in public hospitals to open clinics in communities,so as to realize the sinking of high-quality health human resources to the grassroots.

Objective To explore the impact of organizational innovation climate in public hospitals on doctors'innovation performance,providing a reference for improving doctors'innovation performance.Methods A questionnaire survey was conducted with practicing(assistant)physicians in 22 hospitals in Beijing,and 1 859 questionnaires were effectively recovered.The scores of hospital organizational innovation climate,physicians'individual innovation performance,innovation behavior,and innovation self-efficacy were analyzed by Pearson correlation;the partial least squares structural equation modeling was further used to explore the role of the organizational innovation climate of hospitals on physicians'innovation performance.Results The path of hospital organizational innovation climate on physicians'innovation performance.The difference in path coefficients for the mediating effect of hospital organizational innovation climate significantly affecting physicians'innovation performance,and physicians'innovation self-efficacy between hospital innovation climate and physicians'innovation behavior and innovation performance was statistically significant(P＜0.001).Conclusion The innovation performance of practicing(assistant)physicians in Beijing municipal hospitals is influenced by the organizational innovation climate,physicians'innovation self-efficacy and innovation behaviors,and physicians'innovation self-efficacy and innovation behaviors play a chain-mediated role.It is suggested that public hospitals should strengthen doctors'self-efficacy and consider the fit between the construction of innovation atmosphere and actual needs to stimulate innovation behavior and ultimately improve inno-vation performance.

Objective:To explore the impact mechanism of strategic human resource management (SHRM) capabilities in hospital clinical departments on departmental organizational performance, providing references for improving the overall performance of hospitals.Methods:The research subjects were 46 clinical departments of a tertiary public hospital in Beijing. Using a stratified sampling method, at least one middle-level manager was selected from each department, and 30% of the medical staff were randomly sampled from each professional title level within the department. A self-made questionnaire was used to investigate the SHRM capabilities of each department from September to December 2023. The organizational performance of clinical departments was assessed using the departmental performance evaluation system established by the hospital. First, the performance target values for each department in 2023 were set based on the historical data from 2020 to 2022. Then, the actual performance evaluation data of 2023 were compared with the target values to calculate the achievement rate or deviation. Finally, the comprehensive performance scores of each department were calculated by weighting. The performance scores of the departments in 2023 were used as the outcome variable, while SHRM capabilities, department size, number of beds, and whether the department was a key department were used as antecedent condition variables. Fuzzy-set qualitative comparative analysis (fsQCA) was employed to explore the combinations of antecedent conditions that lead to high and low organizational performance in clinical departments.Results:A total of 1 391 valid questionnaires were collected. The weighted average score of SHRM capabilities in clinical departments was (4.23±0.27) points, and the total score of organizational performance evaluation in 2023 was 70.75 (52.50, 79.47) points. The consistency of each antecedent condition variable did not reach the critical value of 0.90, indicating that none of them were sufficient to be a necessary condition for high or low organizational performance in the departments. Two pathways to high organizational performance and two pathways to low organizational performance were identified. The solution consistency for the high organizational performance pathway was 0.83, with a coverage of 0.35, and both core conditions, acquisition capability and maintenance capability, were present. The solution consistency for the low organizational performance pathway was 0.85, with a coverage of 0.08, and the core conditions, development capability, was absent.Conclusions:Different combinations of antecedent condition variables, including the strategic human resource management capability of clinical departments, had varying impacts on the organizational performance of clinical departments. The possession of human resource acquisition, maintenance, and development capabilities by clinical departments was an essential condition for achieving high organizational performance. It is recommended to strengthen the construction of these three capabilities and emphasize the coordinated development of human resource management capabilities to enhance the organizational performance of clinical departments.

Objective To explore the impact of organizational innovation climate in public hospitals on doctors'innovation performance,providing a reference for improving doctors'innovation performance.Methods A questionnaire survey was conducted with practicing(assistant)physicians in 22 hospitals in Beijing,and 1 859 questionnaires were effectively recovered.The scores of hospital organizational innovation climate,physicians'individual innovation performance,innovation behavior,and innovation self-efficacy were analyzed by Pearson correlation;the partial least squares structural equation modeling was further used to explore the role of the organizational innovation climate of hospitals on physicians'innovation performance.Results The path of hospital organizational innovation climate on physicians'innovation performance.The difference in path coefficients for the mediating effect of hospital organizational innovation climate significantly affecting physicians'innovation performance,and physicians'innovation self-efficacy between hospital innovation climate and physicians'innovation behavior and innovation performance was statistically significant(P＜0.001).Conclusion The innovation performance of practicing(assistant)physicians in Beijing municipal hospitals is influenced by the organizational innovation climate,physicians'innovation self-efficacy and innovation behaviors,and physicians'innovation self-efficacy and innovation behaviors play a chain-mediated role.It is suggested that public hospitals should strengthen doctors'self-efficacy and consider the fit between the construction of innovation atmosphere and actual needs to stimulate innovation behavior and ultimately improve inno-vation performance.

Objective To analyze the competition status and spatial autocorrelation of Beijing medical market from 2015 to 2019.Methods The Herfindahl-Hirschman Index(HHI)was used to calculate the degree of market competi-tion in 16 districts of Beijing,and the Moran index was used to calculate the spatial autocorrelation of market compe-tition.Results Except for the number of discharged patients,the average HHI of the number of health technicians,the number of beds and the total number of medical visits in 16 medical markets in Beijing from 2015 to 2019 showed a downward trend between 0.2 and 0.4,and the spatial global Moran index of the HHI index was all less than 0,showing a spatial negative correlation with the degree of competition in the medical market.Conclusion The medical market competition in Beijing is strengthened,the competition gap between urban and rural areas is large,and the competition in adjacent markets is mutually exclusive.It is suggested to strengthen the differentiated develop-ment of hospitals,strengthen the balanced layout between regions,and promote the low-competitive market with cross-regional medical association,forming a positive spillover effect.

Objective:To understand the current situation of physicians′ innovative behavior and its influencing factors in Beijing municipal hospitals, for reference in improving their innovation ability and encouraging high-quality development of public hospitals.Methods:A stratified sampling was conducted with 22 practicing (assistant) physicians in Beijing municipal hospitals as subjects. From October to November 2022, a questionnaire survey was conducted to understand the innovative behavior, innovative self-efficacy and innovative atmosphere of such practicing (assistant) physicians. SPSS 25.0 was used for descriptive analysis of the data, while t-test, variance analysis and linear regression were used for univariate analysis. Furthermore, multiple linear regression was adopted to explore the influencing factors of innovative behavior of such practicing(assistant) physicians. Results:A total of 2 178 questionnaires were distributed in this study, and 1 906 valid ones were recovered, with effective recovery of 87.51%. Scores of innovative behavior, innovative self-efficacy and innovative atmosphere of 1 906 practicing (assistant) physicians scored (4.00±0.70) points, (3.85±0.74) points and (3.98±0.66) points respectively. The results of univariate analysis showed scores of statistical significance regarding the innovative behavior of practicing (assistant) physicians with different marital status, educational background, professional title, position, department type, innovative self-efficacy level and innovative atmosphere level. Multiple linear regression results showed that position, innovation self-efficacy score, innovation atmosphere score and subordinates′ incentive mechanism, as well as teamwork and resource security had statistical significance on innovation behavior score.Conclusions:The practicing (assistant) physicians in Beijing municipal hospitals are highly enthusiastic for innovation, but their innovative behavior is expected to be upgraded. In this regard, public hospitals should improve their innovation incentive mechanism, strengthen resource assurance, encourage cooperation and exchange, and create a desirable atmosphere for innovation. Furthermore, greater supply of continuing education resources is expected, supporting these physicians in their further study, advanced education, and promotion of professional titles.

Objective:To analysis the incentive level of family doctors in primary medical and health institutions in Beijing, and to explore its influencing factors, so as to provide references for promoting family doctors′ contract service.Methods:From October to December 2021, 40 family doctors were randomly selected from 135 urban community health service centers in 8 districts of Beijing, and a survey was conducted on basic demographic information, institutional organizational capacity evaluation, and family doctor incentive level evaluation (including four dimensions of work value, organizational environment, personal development, and reward compensation), and the influencing factors of family doctor incentive level was analyzed. Chi-square test and Pearson correlation analysis were used for univariate analysis, and multiple linear regression analysis was used for multivariate analysis.Results:A total of 4 568 family doctors were included, and the score of family doctors′ incentive level was 3.75±0.81, among which the work value score was the highest(3.89±0.77), followed by the organizational environment score(3.69±0.92) and personal development score(3.75±0.90), and the lowest score was reward(3.75±0.90). Age, education, professional title, working years and average total working hours per week negatively affected the incentive level( P<0.05), while the average monthly income, the frequency of attending training and further study, and the organizational ability of the organization positively affected the incentive level( P<0.05). Conclusions:The overall incentive level of family doctors in primary medical and health institutions in Beijing needed improvement, and there were many factors that affect the incentive level of family doctors. It was recommended to appropriately increase the salary and benefits of family doctors, reasonably arrange the workload of family doctors, strengthen the training mechanism of family doctors, and strengthen the organizational capacity building of primary medical and health institutions.

Objective:To explore the influencing factors of turnover intention of pre-hospital emergency nurses in Beijing, and provide references for reducing the turnover rate of pre-hospital emergency nurses and stabilizing the pre-hospital emergency nursing team.Methods:Pre-hospital emergency nurses from 2 emergency centers in Beijing were selected as the survey objects, and a self-designed questionnaire was used to conduct an online survey in September 2019. The questionnaire covered such aspects as the main demographic characteristics, workload, doctor-patient relationship, professional identity, job burnout and turnover intention. Descriptive analysis was conducted for the data, while rank-sum test and Kappa consistency test were used for univariate analysis, and ordered logistic regression analysis was used for multivariate analysis.Results:A total of 340 valid questionnaires were received, among which 41.5% (141) of the nurses said that they occasionally considered quitting, 11.7% (40) said they often considered quitting, while the scoring of professional identity was (33.29±6.00), and that of job burnout was (63.70±14.90). Univariate analysis showed that age, work units, self-rated health status, professional identity, job burnout, seniority, workload, doctor-patient relationship, and pressure of title promotion were significant ( P<0.05). The results of multivariate analysis showed that job burnout, average number of car trips per shift, and self-rated health status were positively correlated with turnover intention, while professional identity was negatively correlated with turnover intention ( P<0.05). Conclusions:The turnover intention of pre-hospital emergency nurses in Beijing was found at a high level. The authorities are recommended to rationalize the scheduling system and increase the staffing of pre-hospital emergency nurses; establish the diversion policy, title promotion system and post risk special allowance for such nurses; and train medical aid workers to undertake the transfer and lifting of patients, so as to reduce the turnover intention of these nurses.