本文選題：醫(yī)院績效 + RBRVS��； 參考：《山東大學》2017年碩士論文

【摘要】：自新中國成立以來,我國的醫(yī)療衛(wèi)生事業(yè)取得了巨大成果,人均壽命由建國時的35歲大幅提高到2015年的76.34歲,人民健康水平和人均壽命明顯提高,醫(yī)院管理也從經驗管理走向現代精細化管理。對醫(yī)院來說,如何既能適應國家政治和經濟體制的改革要求,尤其是新醫(yī)改的要求,又能滿足醫(yī)院的戰(zhàn)略發(fā)展要求;如何既能體現醫(yī)院的公益性,又能調動醫(yī)務人員工作的主動性和積極性,同時提高醫(yī)院的社會效益和經濟效益,已經成為醫(yī)院管理者需要解決的重要問題。目前我國醫(yī)院管理普遍存在以下三個問題:一是醫(yī)院有效資源利用率低,成本管控差;二是醫(yī)院內部缺乏行之有效的激勵機制;三是醫(yī)院管理沿用以前管理方法和體系,缺乏科學先進和系統(tǒng)整體的管理體系。20世紀90年代開始,國外的研究機構和醫(yī)院就開始進行醫(yī)院績效管理的理論研究和實踐探索,并取得了一定的成效,提高了醫(yī)院的管理水平。近年來,我國有些醫(yī)院和科研機構也開始進行醫(yī)院績效管理的探索研究和實踐,希望建立起一套符合我國醫(yī)藥衛(wèi)生行業(yè)特點、符合醫(yī)院發(fā)展需要、科學規(guī)范、行之有效的醫(yī)院績效管理體系,不斷提高醫(yī)院管理水平,解決實際工作中遇到的問題和矛盾,不斷提升醫(yī)院的醫(yī)療質量和服務水平,從而滿足全國人民對醫(yī)療技術水平和公共衛(wèi)生服務日益增長的需求,促進社會穩(wěn)定和發(fā)展。本文通過對國內外醫(yī)院績效管理的研究和S醫(yī)院實行績效改革過程的總結,以期達到:(1)發(fā)現現階段我國醫(yī)院績效管理的缺陷和不足,通過系統(tǒng)分析總結原因,從而嘗試找出改進和解決的方法;(2)通過對S醫(yī)院實行績效改革的研究,總結出一套以資源消耗為基礎的相對價值表(RBRVS)和關鍵績效指標(KPI)相結合的、行之有效的績效考核體系,并在此基礎上進行設計優(yōu)化,建立起更加科學完善的績效管理體系,為我國醫(yī)院績效改革提供參考;(3)適應新醫(yī)改下國家對人事薪酬體制改革的要求,嘗試探索總結出一種行之有效的醫(yī)院績效管理體系。通過本文的研究,得出結論:由于醫(yī)院管理運營的特殊性,尤其是公立醫(yī)院,在選取績效考核方法時既要適合醫(yī)院的發(fā)展和有利于提高醫(yī)院的運營效率、增加醫(yī)院的經濟效益,更要符合國家新醫(yī)改的要求,體現醫(yī)院的公益性,提高社會效益。醫(yī)院績效管理要想平穩(wěn)順利的實現這些目標,就需要選取與之適應的績效考核方法和績效管理體系。醫(yī)院在實施績效管理過程中,要及時發(fā)現問題、分析問題,并給予完善和改進的方案,通過績效計劃、實施、評價、反饋、改進的不間斷循環(huán)過程,將基于RBRVS和KPI的績效管理落實到實處�；赗BRVS和KPI績效管理系統(tǒng)是一個完整的、科學的、系統(tǒng)的循環(huán)體系,績效管理過程中各個環(huán)節(jié)緊密相扣,每一個環(huán)節(jié)的管理工作都相互對應,不能相互代替�？冃Ч芾磉^程中的績效反饋完成并不代表管理的終結,而是對前期的績效過程進行總結,并對發(fā)現的問題進行分析和改進,不斷完善績效管理體系,為進行新一輪績效管理循環(huán)做準備,因此醫(yī)院績效管理沒有終點,只有在路上,通過不斷的總結和改進,更好的提升醫(yī)院管理水平和綜合實力。
[Abstract]:The new China since the establishment of the medical and health service in China has made great achievements, the average life expectancy of 35 years old by the time of the founding of a substantial increase to 76.34 in the year 2015, the level of people's health and life expectancy increased significantly, the hospital management from the experience management to modern management. The hospital, how to adapt to the requirements of the reform of state the political and economic system, especially the requirements of the new medical reform, and to meet the requirements of the strategic development of the hospital; how can the public reflect the hospital, initiative and can mobilize the enthusiasm of the medical staff, and improve hospital social benefits and economic benefits, has become an important problem of hospital managers need to solve at present the following three problems of hospital management in China: a hospital is low efficient resource utilization, cost control is poor; the two is the lack of effective incentive mechanism within the hospital; three Is the hospital management to adopt the old management method and system, lack of management system of the.20 century in 90s the overall scientific and advanced and system, research institutions and hospitals abroad have begun to explore hospital performance management theory and practice, and achieved certain results, improve the management level of the hospital. In recent years, some of our hospitals and research institutions have also begun to hospital performance management research and practice, hope to establish a set to conform to the characteristics of China's medical and health industry, meet the needs of the development of scientific and standardized hospital hospital, effective performance management system, and constantly improve the level of hospital management, solve practical problems and contradictions, and constantly improve the hospital the medical quality and service level, so as to meet the needs of the National People's level of medical technology and the growing public health services, promote social stability and development Show. This paper researches on the performance management of domestic and international hospital and S hospital performance reform process summary, in order to achieve: (1) found that the defects of hospital performance management at the present stage and shortcomings, through systematic analysis and summarize the reasons and try to find out the method to solve and improve; (2) through the research and practice the performance of S hospital reform, summed up a set of resource based relative value scale (RBRVS) and key performance indicators (KPI) combining the effective performance appraisal system, and on the basis of the optimization of the design, establish more scientific and perfect performance management system, to provide a reference for performance reform in the hospital; (3) to adapt to the requirements of the state compensation system reform of personnel under the new health care reform, try to explore and summarize an effective hospital performance management system. Through this research, we conclude that because the hospital management and operation The particularity, especially in public hospitals, both for the development of hospital and improve hospital operation efficiency in the selection of performance assessment methods, increase the economic benefits of the hospital, more must conform to the requirements of the new medical reform, public welfare of the hospital, improve social benefits. The hospital performance management to smooth implementation these goals, needs to select and adapt the method of performance appraisal and performance management system in hospital. In the process of performance management, to discover problems, analyze problems, and give the improved scheme, the performance plan, implementation, evaluation, feedback, improvement of the continuous cycle of performance management RBRVS and KPI is implemented based on RBRVS and KPI. Based on the performance management system is a complete, scientific system, circulation system, each link in the process of performance management is closely connected, each link The management of each other, can not substitute each other. Does not mean the end of management feedback in the process of performance management performance, but the performance of the early stage of the process are summarized, and some problems are analyzed and improved, and constantly improve the performance management system for a new round of performance management cycle to prepare, so the hospital performance management no end point, only in the way, through continuous review and improvement, improve hospital management level and comprehensive strength.

【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：R197.322

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