公立医院是指政府举办的纳入财政预算管理的医院，通俗地讲，就是国家出钱办的医院。公立医院聘用制医务人员是指以合同的形式与公立医院确定劳动关系的卫生专业技术人员。公立医院传统的用人制度是只要考入或调入到医院来，就是终身的公立医院职工。聘用制医务人员将不再是长期的、稳定的，这也提高了员工之间的竞争意识。随着人们就医需求的增长、国民医疗投入的逐年增加，公立医院承担的医疗任务越来越重，但事业编制并没有增加，这就使得公立医院参照事业单位设置的医务人员编制难以满足患者需要。基于这一点，公立医院在编制总数和经费的限制下，采用了聘用制方式，通过签订劳动合同的方式招聘了大量的聘用制医务人员，涉及医、护、药、检验、放射等各类岗位，聘用制人员已成为公立医院编成结构的不可缺少的一支重要力量,弥补了空缺的岗位，保证了公立医院医疗工作的顺利进行和稳步发展。甚至在一些公立医院，聘用制医务人员的数量要超过在编人员的数量。比如，云南玉溪人民医院聘用制医务人员占全院总人数的50%，聘用制护理人员占总护士人数的80%；江苏盐城市第三人民医院聘用制护理人员占护士总数的76%。 随着卫生改革的深入，公立医院之间的竞争日加激烈。公立医院聘用制医务人员居高不下的流失率为招聘难的困境雪上加霜。怎样做到拴心留人，激发医务人员工作积极性，减少人才流失，降低离职率，是现在公立医院面临的一个重要问题。 本文主要从组织公平层面研究公立医院聘用制医务人员的离职倾向问题，并以职业倦怠作为中介变量。公立医院聘用制医务人员的组织公平感就是他们自身对于组织对待他们的公平程度的感知。职业倦怠是指个体精力衰竭、身心过度消耗的状态。离职倾向是指个体有离开现在工作岗位的倾向。公立医院中聘用制医务人员存在很多抱怨的情况，比如与在编人员相比他们的薪资更低、社保缴费基数低、退休待遇差、晋升机会培训机会少等。国家干部管理规定中明确指出聘用制职工不能任科级及以上领导职务。并且论资排辈的现象常常发生，使一部分聘用制医务人员觉得自己在组织中的地位太低；在编医务人员和聘用制医务人员之间的待遇和地位的悬殊，也使得聘用制医务人员产生了强烈的不公平感，进而导致这部分的聘用制医务人员思想不稳定、身心疲倦，工作积极性下降，导致职业倦怠。当职业倦怠长期存在时，就会引发较高的离职倾向。 本文对北京的5家公立医院进行调研，收集了502个样本，通过对国内外文献的梳理，揭示组织公平、职业倦怠、离职倾向中两两之间的关系。在文献研究的基础之上，构建了本文的研究模型；并借鉴以往学者研究过的成熟量表，制作调查问卷，并回收数据。最后，对收集回来的数据进行统计分析，得出以下结论：组织公平各维度与离职倾向之间具有负相关关系；职业倦怠各维度与离职倾向之间具有正相关关系；组织公平各维度对职业倦怠各维度具有负向影响部分成立；职业倦怠在组织公平与离职倾向之间存在不完全中介效应。 根据研究结论，为公立医院聘用制医务人员的管理提出合理的建议，包括如何提升组织公平、降低职业倦怠的对策。最后指出本文在研究过程中存在的不足之处并对以后的相关研究寄予展望。

Governmental hospitals refer to hospitals organized by the government that are included in the management of the budget. In layman's terms, they are hospitals funded by the state. Medical personnel employed in governmental hospitals refer to health professional technicians who determine labor relations with governmental hospitals in the form of contracts.The traditional employment system of governmental hospitals is that as long as it is admitted or transferred to the hospital, it is a lifelong public hospital employee. The hiring of medical personnel will no longer be long-term and stable, which also increases the sense of competition among employees. With the increase of people's need for medical treatment and the increase of national medical input year by year, governmental hospitals have assumed more and more medical tasks, but the establishment of undertakings has not increased, which makes it difficult for governmental hospitals to set up medical personnel in reference to institutions to meet patients 'needs.In view of this, governmental hospitals, limited by the total number of staff and funds, employ a large number of medical personnel through labor contracts, including medical, nursing, and pharmaceutical, inspection and radiation posts. The recruitment of personnel has become an indispensable and important force in the structure of governmental hospitals, making up for vacant posts and ensuring the smooth progress and steady development of medical work in governmental hospitals. Even in some governmental hospitals, the number of medical personnel employed exceeds the number of personnel in the workforce. For example, Yunnan Yuxi People's Hospital employs 50 % of the total number of medical personnel in the hospital and 80 % of the total number of nurses. Yancheng Third People's Hospital employs 76 % of the total number of nurses。 With the deepening of health reform, the competition between governmental hospitals has intensified. The high rate of turnover of medical personnel employed in governmental hospitals has exacerbated the difficult situation of recruitment. How to retain talents, stimulate the enthusiasm of medical personnel, reduce brain drain and reduce the rate of departure is an important issue facing governmental hospitals. This paper mainly studies the turnover intention of governmental hospital personnel from the organizational justice level. And job burnout as an intermediary variable. The sense of organizational justice of the medical staff employed by governmental hospitals is their own perception of how fair the organization treats them. Job burnout refers to the state of individual energy exhaustion and excessive physical and mental consumption. The turnover intention is the tendency of an individual to leave the current job. There are many complaints about the hiring of medical personnel in governmental hospitals, such as their lower salary compared to the number of employees, their low social security contribution base, poor retirement benefits, and fewer opportunities for promotion training. It is clearly stated in the regulations on the management of state cadres that the employed staff and workers can not hold leading positions at the level of department level or above. And also in governmental hospitals, seniority often occurs, making some employed medical personnel feel that their position in the organization is too low; the disparity in treatment and status between the medical staff on board and the medical staff employed has also created a strong sense of inequity in the hiring of medical staff. In turn, this part of the medical staff's ideological instability, physical and mental fatigue, work enthusiasm decline, leading to job burnout. When job burnout exists for a long time, it will lead to a higher turnover intention. This paper investigates fivegovernmental hospitals in Beijing, collects 502 samples, and through combing the literature at home and abroad, reveals the relationship between organizational justice, job burnout, and turnover intention. On the basis of literature research, this paper constructs the research model. It also draws on the mature scale studied by scholars in the past, produces questionnaires, and collects data. Finally, a statistical analysis of the data collected leads to the following conclusions:There is a negative correlation between all the dimensions of Organizational justice and turnover intention.There is a positive correlation betweenall the dimensionsof job burnout and turnover intention.There is anincompletenegativecorrelation between all the dimensions of organizational justice and job burnout.Job burnout has incomplete intermediary effect between Organizational justice and turnover intention. According to the conclusion of the study, reasonable suggestions are put forward for the management of medical personnel employed in governmental hospitals, including how to improve organizational justice and reduce job burnout. Finally, the paper points out the shortcomings in the research process and looks forward to the related research in the future.