目的 了解新疆不同级别医院医院文化建设的认知现状，比较医院员工在认知上的差异以及影响因素，提出相应的加强和完善医院文化建设的建议。方法 采用分层随机抽样方法，抽取新疆维吾尔自治区3家三级医院、3家二级医院的741名员工进行问卷调查。结果 三级医院在问卷总得分、方向性、一致性、参与性、适应性4个维度的得分与二级医院比较，差异有统计学意义（P＜0.05）；在社会责任、竞争意识、持续发展、组织协调、成本控制、员工发展、团队导向、创新变革、员工学习9个文化维度方面，三级医院与二级医院得分差异有统计学意义（P＜0.05）。结论 三级医院的组织文化总得分、方向性、一致性、参与性、适应性4个维度的得分略高于二级医院；相对优强势文化体现在方向性文化上，相对劣弱势文化体现在参与性文化上，调整管理策略，明确需要重点培植的优势文化和需要改造的劣势文化； 三级医院在社会责任、竞争意识、持续发展、组织协调、成本控制、员工发展、团队导向、创新变革、员工学习方面的优势文化相对明显。管理者应根据不同级别医院的不同文化特点，加强医院文化管理，使医院的信念、价值观与医院战略目标相一致，进一步影响员工的态度、行为和绩效。

Objective The objective of this article is to understand the present situation of cognition to the hospital culture construction in Xinjiang, to compare cognitive differences and the impact factors of hospital employees, and to propose suggestions to strengthen and improve the construction of hospital culture. Method Stratified random sampling was used, and 741 staffs from 3 tertiary hospitals and 3 secondary-level ones were involved in the questionnaire survey. Result The scores of tertiary-level and secondary-level hospitals were compared in 4 aspects, which are the total score, orientation, consistency, participation, and adaptability. The difference was statistically significant, and (P＜0.05). The scores were also compared in the following 9 aspects, which are social responsibility, competition consciousness, sustainable development, coordination, cost control, staff development, team oriented, innovation, employee learning. The difference between scores of tertiary-level and secondary-level hospitals was statistically significant, and (P＜0.05). Conclusion Tertiary-level hospitals score higher than secondary-level ones in the total score, orientation, consistency, participation, and adaptability. The relative merits and the strong culture is reflected in the direction of the culture, and the relative inferior culture is reflected in the participating culture. Management strategy should be adjusted, and focus on advantages of culture and the needs for transform of inferior culture should be clarified. Tertiary-level hospitals have relatively obvious advantages in the social responsibility, competition consciousness, sustainable development, coordination, cost control, employee development, team oriented, innovation, and staff learning. The managers should strengthen the management of the hospital culture according to the different cultural characteristics of different levels of hospitals, so that the hospital’s beliefs and values stay consistent with their strategic objectives, and further affect the attitude, behavior and performance of staffs.