Análisis comparativo de escala de sueldos para dos categorías funcionarias en 20 comunas de la Región Metropolitana

Abstract

Los recursos humanos en salud son un elemento clave, estrategias que mejoren su distribución y rendimiento, podrían incidir sobre la condición de salud de la población. El objetivo de este artículo es comparar las estrategias financieras que se emplean en Atención Primaria para las categorías A y B de 20 comunas de la Región Metropolitana. Estudio descriptivo transversal, con una muestra por conveniencia de 20 comunas agrupadas en cinco sectores. Se obtuvieron escalas de sueldo y asignaciones para ambas categorías. En términos generales existen escalas de sueldos bajo y sobre el promedio de las comunas analizadas. Se pueden distinguir tres tipos de escalas de sueldo: i. Las que se mantienen sobre o bajo el promedio de manera constante, ii. Comunas que inician sobre el promedio pero al avanzar en la carrera, quedan bajo el promedio; y iii. Comunas bajo el promedio, que al progresar en la escala de sueldos, quedan sobre el promedio. Existen notorias diferencias entre las comunas sobre los mecanismos para establecer las remuneraciones del recurso humano en salud. Podemos concluir que algunas de las estrategias aplicadas buscan reclutar al mejor personal posible, otras solo mantener su propio personal.

Human resources in health are a key element, therefore strategies to improve their distribution and performance, may influence the health status of the population. The aim of this paper is to compare the financial strategies that are used for setting the salaries of primary health care staff categories A and B in 20 communes of the Metropolitan Region. Pay scales and allowances prescribed for both categories were obtained. We identified three types of salary scales: i. Those that remain on or below average, ii. Communes that begin at the average level but then stay below average, and iii. Communes that start below average, then progress in the salary scale and stay above average. We conclude that some of the strategies being applied are aimed at the recruitment of the best quality of personnel whereas others are aimed at their retention. There are remarkable differences that warrant further investigation of the mechanisms used to establish the remuneration of health human resources.

Objective: To describe the profile of Directors of the Rural Health Centers, Health Centers and Urban Family Health Centers belonging to Primary Health Care in Chile. Materials and methods: Descriptive, cross-sectional, non experimental study. The stratified, random sample was extracted from region, with a universe of 506 directors. The data was analyzed by measures of frequency, central tendency and association between job quality and post-training through χ2 (p <0.05). Results: The average age of directors nationwide is 45 years old, and the 66.2% are women. The most frequent professions are: Medicine (21.2%), nursing (17.6%) and obstetrics (16.2%), most are in their positions as titular directors (76.6%). About how long they’ve been in their position, we get a median of 29.5 months, and 10 years of previous experience, 88.7% have some type of post-training in management and /or public health. Conclusions: In Chile we have managers in Primary Health Centers consolidated with previous experience and post-trained, so we have a highly technical specialized mass in this subsystem and it’s also a great capital for the next health challenges of our country.