本文選題：公立醫(yī)院 + 平衡計分卡�。� 參考：《石河子大學》2017年碩士論文

【摘要】：我國醫(yī)療改革實行之久,但成效甚微。2017年兩會持續(xù)關注健康中國,醫(yī)療體制改革相關問題再度成為關注的焦點。持續(xù)推進改革,改善民生,深入實施改善醫(yī)療服務,加快提升我國醫(yī)療衛(wèi)生市場綜合服務水平將是2017年政府工作重點任務之一。我國的公立醫(yī)院不僅承載著履行醫(yī)療服務責任、社會功能責任的重擔,還應當更加注重其作為社會公益事業(yè)單位對于百姓應承擔的義務。然而,我國的醫(yī)療衛(wèi)生市場受到政府政策的長期庇護加上其信息不對稱的情況,仍然存在著諸多較為棘手的問題亟待解決。同時,我國的醫(yī)療衛(wèi)生體系缺乏較為統(tǒng)一的績效管理指標體系和有效的溝通反饋機制,缺乏全面系統(tǒng)客觀的指標設置,導致運行效率和競爭力低下。目前,老百姓“看病難、看病貴”的問題依舊嚴峻,且政府下?lián)艿馁Y金支持不斷縮減,導致我國的醫(yī)療衛(wèi)生行業(yè)出現了過度“市場化”的病態(tài)現象。由此造成了當前“以藥養(yǎng)醫(yī)”的病態(tài)現象泛濫,給患者帶來了極大的困擾。并且,從外部環(huán)境的角度而言,隨著時代的進步醫(yī)療行業(yè)的規(guī)模不斷擴大,老百姓在就醫(yī)時面臨的選擇也不斷增多,這難免加劇了各大醫(yī)院之間的競爭。基于這樣的市場環(huán)境,公立醫(yī)院的發(fā)展著面臨愈發(fā)激烈的機遇和挑戰(zhàn),醫(yī)院內部的績效評價工作愈發(fā)重要。從公立醫(yī)院自身而言,傳統(tǒng)的績效評價缺乏遠瞻性。對于非財務指標如患者滿意度等則幾乎沒有涉及,這有悖于公益性原則。其考核的核心主要是以財務指標為主。因此,改變已有的管理機制和運行機制是首要任務。本文共包括六個章節(jié),第一章緒論,首先道出了本文的選題背景與意義,然后圍繞該選題對國內外研究現狀進行闡述,接著敘述了研究方法和研究內容。第二章理論基礎,對績效管理理論和平衡計分卡理論分別進行了闡述。第三章A醫(yī)院績效評價現狀及問題分析,先是介紹醫(yī)院的概況,然后敘述了A醫(yī)院績效評價的現狀及弊端。第四章基于平衡計分卡的A公立醫(yī)院績效評價體系的構建,先是繪制了A醫(yī)院績效評價體系的戰(zhàn)略地圖,然后是對A醫(yī)院的績效評價體系指標以及指標權重的確定,最后對A醫(yī)院科室與崗位層面的績效評價指標也進行了確定。第五章A醫(yī)院績效評價體系實施的保障,包括溝通保障、戰(zhàn)略保障、信息技術保障以及資金保障。第六章對本文作了總結,并指出了論文的不足之處。本文的這項研究并不是最新的,但是我國公立醫(yī)院的績效管理中科學的應用平衡計分卡的并不多。本文在論述中將對平衡計分卡的績效評價指標體系的設計過程進行詳細闡述,以促進醫(yī)院對戰(zhàn)略目標的實現。本文研究的總結對同樣背景下的醫(yī)療機構來說,對其改進績效評價具有很好的借鑒意義。
[Abstract]:China's health care reform has been under way for a long time, but little has been achieved. In 2017, the two sessions continued to focus on a healthy China, and health care system reform issues have once again become the focus of attention. Continuing to promote reform, improve people's livelihood, deepen the implementation of improving medical services, and accelerate the promotion of comprehensive service level in China's medical and health market will be one of the priorities of the government in 2017. The public hospitals of our country not only bear the burden of fulfilling the responsibility of medical service and social function, but also pay more attention to the obligations of the public welfare institutions to the common people. However, China's medical and health market has been sheltered by government policies for a long time, and its information asymmetry, there are still a lot of thorny problems to be solved. At the same time, the lack of a unified performance management index system and effective communication and feedback mechanism in our medical and health system, and the lack of comprehensive, systematic and objective index setting lead to low operational efficiency and low competitiveness. At present, the common people "difficult to see a doctor, expensive to see a doctor" the problem is still grim, and the government allocates the fund support to reduce unceasingly, causes our country's medical and health profession to appear the excessive "marketization" the sickness phenomenon. As a result, the current "medical care" of the sick phenomenon of flooding, to patients with great trouble. Moreover, from the perspective of external environment, with the development of the medical industry of the times, the scale of the medical industry is expanding, and the choices faced by the common people are increasing, which inevitably intensifies the competition among the major hospitals. Based on this market environment, the development of public hospitals is facing more and more fierce opportunities and challenges. From the public hospital itself, the traditional performance evaluation lacks foresight. For non-financial indicators such as patient satisfaction are hardly involved, which is contrary to the principle of public welfare. The core of its assessment is mainly financial indicators. Therefore, the first task is to change the existing management mechanism and operation mechanism. This paper consists of six chapters, the first chapter is introduction, first, the background and significance of this topic, then around the topic of domestic and foreign research status is described, and then describes the research methods and research content. In the second chapter, the theory of performance management and the theory of balanced scorecard are expounded. The third chapter introduces the status quo and problems of hospital performance evaluation, first introduces the general situation of hospital, and then describes the status quo and disadvantages of A hospital performance evaluation. The fourth chapter is the construction of A public hospital performance evaluation system based on balanced scorecard. Firstly, it draws the strategic map of A hospital performance evaluation system, and then determines the index and index weight of A hospital performance evaluation system. Finally, the performance evaluation index of department and post level in A hospital is also determined. Chapter five is the guarantee of hospital performance evaluation system, including communication guarantee, strategy guarantee, information technology guarantee and fund guarantee. The sixth chapter summarizes this paper and points out the shortcomings of the paper. The research in this paper is not the latest, but the scientific application of balanced scorecard in the performance management of public hospitals in our country is not many. In this paper, the design process of the performance evaluation index system of the balanced Scorecard will be elaborated in detail, in order to promote the realization of the strategic goal of the hospital. The conclusion of this paper has a good reference significance for the medical institutions under the same background to improve their performance evaluation.
【學位授予單位】：石河子大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：R197.322

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本文編號：1835824