發(fā)布時間：2018-05-20 21:51

  本文選題：績效管理 + J精神病院　； 參考：《南昌大學》2017年碩士論文

【摘要】：經濟社會的發(fā)展逐漸改變著我們的生活。隨著生活節(jié)奏的明顯加快,各種心理應激因素日益增加。常見的精神衛(wèi)生障礙和心理行為問題逐年增多。作為保障和改善民生以及加強和創(chuàng)新社會管理的重要工作任務,精神衛(wèi)生工作受到黨和國家的高度重視�！笆濉逼陂g,被列入國民經濟和社會發(fā)展總體規(guī)劃。隨著醫(yī)改的持續(xù)深入,加快建立健全精神病院績效管理制度,是推進醫(yī)院現(xiàn)代化水平的重要標志�？茖W、合理的績效管理有利于梳理和規(guī)范醫(yī)院工作流程,提高精神衛(wèi)生服務能力和運行效率,對于促進醫(yī)院文化建設、增強職工的歸屬感和自身價值體現(xiàn)具有積極作用。因此,在新時期對精神病院進行績效管理優(yōu)化具有一定的研究應用價值。本論文通過采用文獻資料研究法、統(tǒng)計分析法、問卷調查和實地訪談等方法,結合運用平衡計分卡、關鍵指標體系、SWOT分析等工具,從J精神病院發(fā)展的優(yōu)勢、劣勢、威脅和機遇入手,對新時期J精神病院的績效管理現(xiàn)狀進行詳細的研究分析,查找J精神病院績效管理中存在的問題及原因,并結合參考借鑒外國公共財政體系建設的經驗,提出完善J精神病院績效管理體系的對策建議。本文在結構上共分6章。其中,第1章為導論;第2章為新時期醫(yī)院績效管理概述;第3章為新時期J精神病院績效管理的現(xiàn)狀調查與分析;第4章為新時期J精神病院績效管理優(yōu)化的設計與分析;第5章為新時期J精神病院績效管理優(yōu)化的保障措施;第6章為結論與展望。新時期對J精神病院的發(fā)展提出新任務和新要求,醫(yī)院的績效管理優(yōu)化需求更加凸顯。據(jù)此,J精神病院提出目標管理理念和運用平衡記分卡的“財務、客戶、內部流程、學習與成長”四個層面設計醫(yī)院績效目標和績效指標;并采用戰(zhàn)略分解方式分解科室指標;結合醫(yī)院戰(zhàn)略目標和科室職責,崗位說明書、工作流程及勝任特征等,采取關鍵績效指標確定職工的少數(shù)關鍵指標等理念。客觀評估不良后果,有針對性地采取溝通方法,加強績效實施過程監(jiān)督;通過對績效結果的反饋,探討醫(yī)院績效管理改進和優(yōu)化的有效途經。
[Abstract]:The development of economy and society is changing our life gradually. With the quickening of life rhythm, various psychological stress factors are increasing day by day. Common mental health disorders and psychological behavior problems are increasing year by year. As an important task of ensuring and improving people's livelihood and strengthening and innovating social management, mental health work is highly valued by the Party and the state. During the 12 th five-year Plan, it was included in the overall plan for national economic and social development. With the continuous deepening of medical reform, it is an important symbol to speed up the establishment and improve the performance management system of psychiatric hospital. Scientific and reasonable performance management is beneficial to combing and standardizing hospital work flow, improving mental health service ability and running efficiency, promoting hospital culture construction, enhancing staff's sense of belonging and embodiment of their own value. Therefore, in the new period of performance management optimization of psychiatric hospital has certain research and application value. By using the methods of literature research, statistical analysis, questionnaire investigation and field interview, combining with the use of balanced scorecard and SWOT analysis of key index system, this paper analyzes the advantages and disadvantages of the development of J Psychiatric Hospital. Starting with threats and opportunities, this paper makes a detailed study and analysis on the present situation of performance management in J Psychiatric Hospital in the new period, finds out the problems and causes existing in the performance management of J Psychiatric Hospital, and combines with the experience of foreign countries' public finance system construction. The countermeasures and suggestions to improve the performance management system in J Psychiatric Hospital were put forward. This paper is divided into 6 chapters in structure. The first chapter is the introduction, the second chapter is the summary of hospital performance management in the new period, the third chapter is the investigation and analysis of the present situation of J mental hospital performance management in the new period, the fourth chapter is the design and analysis of the performance management optimization of J mental hospital in the new period. Chapter 5 is the guarantee measures of performance management optimization in J Psychiatric Hospital in the new period, and Chapter 6 is the conclusion and prospect. In the new period, the development of J Psychiatric Hospital has put forward new tasks and requirements, and the need for optimization of hospital performance management has become more prominent. Based on this, the author puts forward the idea of objective management and designs hospital performance goals and performance indicators in four levels of "finance, customer, internal process, learning and growth" with balanced scorecard, and decomposes the department index by strategic decomposition. Combined with hospital strategic objectives, department responsibilities, job description, work flow and competency, the key performance indicators are adopted to determine a few key indicators of staff and workers. Objective evaluation of adverse consequences, targeted use of communication methods to strengthen performance implementation process supervision, through the feedback of performance results, to explore the effective ways to improve and optimize hospital performance management.
【學位授予單位】：南昌大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：R197.5

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