安徽SL醫(yī)院績效管理優(yōu)化研究
發(fā)布時間：2018-07-25 11:11
【摘要】：醫(yī)療衛(wèi)生事業(yè)作為人民健康的有力保障,將"以患者為中心、提高醫(yī)療服務質量"視為管理和經營的最終目標。公立醫(yī)院,是具有公益性質的大型綜合性醫(yī)療機構,是醫(yī)療服務市場的核心,因此更應該遵循公益性質和社會效益原則。醫(yī)院績效管理是現(xiàn)代醫(yī)院管理的根本措施和重要內容,它是由計劃、實施、改進以及考核和反饋等構成的一項系統(tǒng)工程,也是推動醫(yī)院內部各項管理措施有效落實的重要手段,更是醫(yī)院核心競爭力的重要基礎。有效的績效管理既體現(xiàn)按勞分配的基本原則,也能夠引導和調動醫(yī)院競爭雙贏的積極性,從而提高醫(yī)院的運行效率和服務水平,更好的體現(xiàn)公立醫(yī)院的公益性質,解決基本醫(yī)療、緩解人民群眾看病難、看病貴的就醫(yī)困難問題,為廣大人民群眾的健康事業(yè)服務。因此本文選取了 SL醫(yī)院為研究對象,深入研究醫(yī)院績效管理,具有理論上和實際上的雙重意義。本文基于關鍵性指標(KPI)理論,應用案例分析和規(guī)范分析相結合的方法,系統(tǒng)梳理了績效管理、績效核算及績效考核的相關理論,并分析管理現(xiàn)狀。以省級三級甲等綜合性SL醫(yī)院為例,對績效管理戰(zhàn)略目標、原則及實施條件;績效管理業(yè)務流程;績效核算指標選擇;績效考核體系結構進行了分析,得出如下結論:一是績效核算指標設置要具有引領性,指標體系設計要發(fā)揮指標的激勵作用,同時應兼顧社會效益與經濟效益。二是績效管理體系的全面性。三是調整指標的及時性和系統(tǒng)優(yōu)化的持續(xù)性。四是發(fā)展多維度的績效管理體系�？冃Х桨竾@醫(yī)院發(fā)展目標,綜合考慮多個院區(qū)不同的發(fā)展階段,從多維度設計績效方案,形成合力,逐步提升醫(yī)院綜合實力,最終實現(xiàn)醫(yī)院的戰(zhàn)略構想。本文大體安排如下:第一章:緒論。包含:研究背景與研究意義:有效的績效管理,可以通過醫(yī)院內部不同的崗位責任、技術水平、工作量大小和承擔風險程度等將有限的醫(yī)院資源合理配置。國內外相關研究現(xiàn)狀:績效管理是具有戰(zhàn)略意義的整合的管理方法�？冃Ч芾肀灰氲轿覈t(yī)院管理系統(tǒng),成為現(xiàn)代醫(yī)院管理的一個新視角。研究內容與研究框架:以SL醫(yī)院績效管理體系為研究對象,遵循提出問題、分析問題、解決問題的問題導向框架。研究思路與方法:使用文獻法、觀察法、經驗總結法等利用關鍵指標法、平衡積分卡理論及基尼系數進行數據分析。研究創(chuàng)新點:一是創(chuàng)新性的分析視角,二是最終得出的結論:建立立體式績效管理體系,多角度選取績效核算指標,建立統(tǒng)一的績效考核中心,發(fā)揮績效管理的激勵作用。第二章:SL醫(yī)院績效管理現(xiàn)狀及存在的問題。這一章包含三個方面。首先是SL醫(yī)院的基本信息。其次介紹醫(yī)院績效管理現(xiàn)狀:建立績效管理專門機構;積極開展績效計劃工作;持續(xù)完善績效核算和績效考核工作。最后發(fā)現(xiàn)績效管理存在的問題:績效反饋環(huán)節(jié)的缺失;績效核算指標選擇失當;績效考核體系結構過于平衡,缺乏激勵性。第三章SL醫(yī)院績效管理內容及業(yè)務流程分析。針對上一章發(fā)現(xiàn)的問題,分別對績效管理業(yè)務流程、績效核算指標選擇和績效考核體系結構進行深入的分析,揭示現(xiàn)象背后的原因。第四章SL醫(yī)院績效管理優(yōu)化對策。分兩部分先根據上文揭示出的原因提出優(yōu)化對策,后提出改進建議。第五章研究結論與研究展望�？偨Y全文,提出績效方案要緊緊圍繞醫(yī)院發(fā)展目標,及時調整指標和持續(xù)優(yōu)化績效管理系統(tǒng)等等研究結論并展望。
[Abstract]:As the powerful guarantee of the health of the people, medical and health care is the ultimate goal of management and management. The public hospital, a large comprehensive medical institution with public welfare nature, is the core of the medical service market. Therefore, it should follow the principle of public welfare and social benefit. Effective management is the fundamental measure and important content of modern hospital management. It is a systematic project composed of planning, implementation, improvement, assessment and feedback. It is also an important means to promote the effective implementation of various management measures within the hospital. It is also the important basis of the core competitiveness of the hospital. Effective performance management not only embodies the distribution of the hospital according to work. The basic principles can also guide and mobilize the win-win enthusiasm of the hospital, so as to improve the efficiency and service level of the hospital, to better reflect the public welfare of the public hospitals, to solve the basic medical treatment, to alleviate the difficulties of the people, to see the difficult problems of medical treatment, and to serve the health of the masses. Taking the SL hospital as the research object and studying the hospital performance management deeply, it has both theoretical and practical dual meanings. Based on the theory of key index (KPI), this paper systematically combs the related theories of performance management, performance accounting and performance evaluation with the combination of case analysis and normative analysis, and analyzes the status of management at the provincial level. Three class a comprehensive SL hospital, for example, the objectives, principles and conditions of performance management, performance management business process, performance accounting index selection and performance evaluation system structure are analyzed, and the following conclusions are drawn: first, the setting of performance accounting indicators should be leading, and the design of index system should play the incentive effect of indicators, and at the same time Both social and economic benefits should be taken into account. Two is the comprehensiveness of the performance management system. Three is the timeliness of the adjustment of indicators and the sustainability of the system optimization. Four is the development of a multi-dimensional performance management system. The performance scheme focuses on the development goals of the hospital, takes into consideration the different stages of the development of different hospitals, and designs the performance scheme from the multidimensional dimension to form the combination of the performance plans. Strengthen the comprehensive strength of the hospital gradually and finally realize the strategic conception of the hospital. This article is mainly arranged as follows: Chapter 1: introduction. It includes: research background and research significance: effective performance management, the rational distribution of limited hospital resources can be matched by different post responsibility, technical level, work size and risk degree in the hospital. Status quo at home and abroad: performance management is an integrated management method with strategic significance. Performance management has been introduced into the hospital management system in our country. It has become a new perspective of modern hospital management. Research content and research framework: Taking the SL hospital performance management system as the research object, following questions, analyzing problems and solving problems The research ideas and methods: using the document method, the observation method, the experience summary method and so on, using the key index method, the balance integral card theory and the Gini coefficient to carry on the data analysis. The first is the innovative point of view, and the two is the final conclusion: establishing the three-dimensional performance management system and selecting the performance core from multiple angles. Calculate the index, establish a unified performance assessment center, play the incentive effect of performance management. The second chapter: the status and existing problems of SL hospital performance management. This chapter includes three aspects. First, the basic information of SL hospital. Secondly, the present situation of hospital performance management: establishing the special organization of performance management; actively carrying out performance planning work; continuing Perfect performance accounting and performance evaluation work. Finally, we find the problems of performance management: lack of performance feedback, improper selection of performance evaluation index, too balance of performance appraisal system structure and lack of motivation. Third chapters SL hospital performance management content and business process analysis. In-depth analysis of the management process, performance evaluation index selection and performance appraisal system structure, and reveal the reasons behind the phenomenon. The fourth chapter SL hospital performance management optimization countermeasures. The two parts first put forward the optimization countermeasures according to the reasons revealed above, and then put forward the improvement suggestions. The fifth chapter research conclusions and research prospects. Summary full text, mention The performance plan should focus on the hospital development goals, timely adjust the indicators and continuously optimize the performance management system, and so on.
【學位授予單位】：安徽大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：R197.322
本文編號：2143644
[Abstract]:As the powerful guarantee of the health of the people, medical and health care is the ultimate goal of management and management. The public hospital, a large comprehensive medical institution with public welfare nature, is the core of the medical service market. Therefore, it should follow the principle of public welfare and social benefit. Effective management is the fundamental measure and important content of modern hospital management. It is a systematic project composed of planning, implementation, improvement, assessment and feedback. It is also an important means to promote the effective implementation of various management measures within the hospital. It is also the important basis of the core competitiveness of the hospital. Effective performance management not only embodies the distribution of the hospital according to work. The basic principles can also guide and mobilize the win-win enthusiasm of the hospital, so as to improve the efficiency and service level of the hospital, to better reflect the public welfare of the public hospitals, to solve the basic medical treatment, to alleviate the difficulties of the people, to see the difficult problems of medical treatment, and to serve the health of the masses. Taking the SL hospital as the research object and studying the hospital performance management deeply, it has both theoretical and practical dual meanings. Based on the theory of key index (KPI), this paper systematically combs the related theories of performance management, performance accounting and performance evaluation with the combination of case analysis and normative analysis, and analyzes the status of management at the provincial level. Three class a comprehensive SL hospital, for example, the objectives, principles and conditions of performance management, performance management business process, performance accounting index selection and performance evaluation system structure are analyzed, and the following conclusions are drawn: first, the setting of performance accounting indicators should be leading, and the design of index system should play the incentive effect of indicators, and at the same time Both social and economic benefits should be taken into account. Two is the comprehensiveness of the performance management system. Three is the timeliness of the adjustment of indicators and the sustainability of the system optimization. Four is the development of a multi-dimensional performance management system. The performance scheme focuses on the development goals of the hospital, takes into consideration the different stages of the development of different hospitals, and designs the performance scheme from the multidimensional dimension to form the combination of the performance plans. Strengthen the comprehensive strength of the hospital gradually and finally realize the strategic conception of the hospital. This article is mainly arranged as follows: Chapter 1: introduction. It includes: research background and research significance: effective performance management, the rational distribution of limited hospital resources can be matched by different post responsibility, technical level, work size and risk degree in the hospital. Status quo at home and abroad: performance management is an integrated management method with strategic significance. Performance management has been introduced into the hospital management system in our country. It has become a new perspective of modern hospital management. Research content and research framework: Taking the SL hospital performance management system as the research object, following questions, analyzing problems and solving problems The research ideas and methods: using the document method, the observation method, the experience summary method and so on, using the key index method, the balance integral card theory and the Gini coefficient to carry on the data analysis. The first is the innovative point of view, and the two is the final conclusion: establishing the three-dimensional performance management system and selecting the performance core from multiple angles. Calculate the index, establish a unified performance assessment center, play the incentive effect of performance management. The second chapter: the status and existing problems of SL hospital performance management. This chapter includes three aspects. First, the basic information of SL hospital. Secondly, the present situation of hospital performance management: establishing the special organization of performance management; actively carrying out performance planning work; continuing Perfect performance accounting and performance evaluation work. Finally, we find the problems of performance management: lack of performance feedback, improper selection of performance evaluation index, too balance of performance appraisal system structure and lack of motivation. Third chapters SL hospital performance management content and business process analysis. In-depth analysis of the management process, performance evaluation index selection and performance appraisal system structure, and reveal the reasons behind the phenomenon. The fourth chapter SL hospital performance management optimization countermeasures. The two parts first put forward the optimization countermeasures according to the reasons revealed above, and then put forward the improvement suggestions. The fifth chapter research conclusions and research prospects. Summary full text, mention The performance plan should focus on the hospital development goals, timely adjust the indicators and continuously optimize the performance management system, and so on.
【學位授予單位】：安徽大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：R197.322
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