【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(wù)質(zhì)量"視為管理和經(jīng)營(yíng)的最終目標(biāo)。公立醫(yī)院,是具有公益性質(zhì)的大型綜合性醫(yī)療機(jī)構(gòu),是醫(yī)療服務(wù)市場(chǎng)的核心,因此更應(yīng)該遵循公益性質(zhì)和社會(huì)效益原則。醫(yī)院績(jī)效管理是現(xiàn)代醫(yī)院管理的根本措施和重要內(nèi)容,它是由計(jì)劃、實(shí)施、改進(jìn)以及考核和反饋等構(gòu)成的一項(xiàng)系統(tǒng)工程,也是推動(dòng)醫(yī)院內(nèi)部各項(xiàng)管理措施有效落實(shí)的重要手段,更是醫(yī)院核心競(jìng)爭(zhēng)力的重要基礎(chǔ)。有效的績(jī)效管理既體現(xiàn)按勞分配的基本原則,也能夠引導(dǎo)和調(diào)動(dòng)醫(yī)院競(jìng)爭(zhēng)雙贏的積極性,從而提高醫(yī)院的運(yùn)行效率和服務(wù)水平,更好的體現(xiàn)公立醫(yī)院的公益性質(zhì),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(wèn)題,為廣大人民群眾的健康事業(yè)服務(wù)。因此本文選取了 SL醫(yī)院為研究對(duì)象,深入研究醫(yī)院績(jī)效管理,具有理論上和實(shí)際上的雙重意義。本文基于關(guān)鍵性指標(biāo)(KPI)理論,應(yīng)用案例分析和規(guī)范分析相結(jié)合的方法,系統(tǒng)梳理了績(jī)效管理、績(jī)效核算及績(jī)效考核的相關(guān)理論,并分析管理現(xiàn)狀。以省級(jí)三級(jí)甲等綜合性SL醫(yī)院為例,對(duì)績(jī)效管理戰(zhàn)略目標(biāo)、原則及實(shí)施條件;績(jī)效管理業(yè)務(wù)流程;績(jī)效核算指標(biāo)選擇;績(jī)效考核體系結(jié)構(gòu)進(jìn)行了分析,得出如下結(jié)論:一是績(jī)效核算指標(biāo)設(shè)置要具有引領(lǐng)性,指標(biāo)體系設(shè)計(jì)要發(fā)揮指標(biāo)的激勵(lì)作用,同時(shí)應(yīng)兼顧社會(huì)效益與經(jīng)濟(jì)效益。二是績(jī)效管理體系的全面性。三是調(diào)整指標(biāo)的及時(shí)性和系統(tǒng)優(yōu)化的持續(xù)性。四是發(fā)展多維度的績(jī)效管理體系�？�(jī)效方案圍繞醫(yī)院發(fā)展目標(biāo),綜合考慮多個(gè)院區(qū)不同的發(fā)展階段,從多維度設(shè)計(jì)績(jī)效方案,形成合力,逐步提升醫(yī)院綜合實(shí)力,最終實(shí)現(xiàn)醫(yī)院的戰(zhàn)略構(gòu)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(jī)效管理,可以通過(guò)醫(yī)院內(nèi)部不同的崗位責(zé)任、技術(shù)水平、工作量大小和承擔(dān)風(fēng)險(xiǎn)程度等將有限的醫(yī)院資源合理配置。國(guó)內(nèi)外相關(guān)研究現(xiàn)狀:績(jī)效管理是具有戰(zhàn)略意義的整合的管理方法�？�(jī)效管理被引入到我國(guó)醫(yī)院管理系統(tǒng),成為現(xiàn)代醫(yī)院管理的一個(gè)新視角。研究?jī)?nèi)容與研究框架:以SL醫(yī)院績(jī)效管理體系為研究對(duì)象,遵循提出問(wèn)題、分析問(wèn)題、解決問(wèn)題的問(wèn)題導(dǎo)向框架。研究思路與方法:使用文獻(xiàn)法、觀察法、經(jīng)驗(yàn)總結(jié)法等利用關(guān)鍵指標(biāo)法、平衡積分卡理論及基尼系數(shù)進(jìn)行數(shù)據(jù)分析。研究創(chuàng)新點(diǎn):一是創(chuàng)新性的分析視角,二是最終得出的結(jié)論:建立立體式績(jī)效管理體系,多角度選取績(jī)效核算指標(biāo),建立統(tǒng)一的績(jī)效考核中心,發(fā)揮績(jī)效管理的激勵(lì)作用。第二章:SL醫(yī)院績(jī)效管理現(xiàn)狀及存在的問(wèn)題。這一章包含三個(gè)方面。首先是SL醫(yī)院的基本信息。其次介紹醫(yī)院績(jī)效管理現(xiàn)狀:建立績(jī)效管理專門機(jī)構(gòu);積極開(kāi)展績(jī)效計(jì)劃工作;持續(xù)完善績(jī)效核算和績(jī)效考核工作。最后發(fā)現(xiàn)績(jī)效管理存在的問(wèn)題:績(jī)效反饋環(huán)節(jié)的缺失;績(jī)效核算指標(biāo)選擇失當(dāng);績(jī)效考核體系結(jié)構(gòu)過(guò)于平衡,缺乏激勵(lì)性。第三章SL醫(yī)院績(jī)效管理內(nèi)容及業(yè)務(wù)流程分析。針對(duì)上一章發(fā)現(xiàn)的問(wèn)題,分別對(duì)績(jī)效管理業(yè)務(wù)流程、績(jī)效核算指標(biāo)選擇和績(jī)效考核體系結(jié)構(gòu)進(jìn)行深入的分析,揭示現(xiàn)象背后的原因。第四章SL醫(yī)院績(jī)效管理優(yōu)化對(duì)策。分兩部分先根據(jù)上文揭示出的原因提出優(yōu)化對(duì)策,后提出改進(jìn)建議。第五章研究結(jié)論與研究展望。總結(jié)全文,提出績(jī)效方案要緊緊圍繞醫(yī)院發(fā)展目標(biāo),及時(shí)調(diào)整指標(biāo)和持續(xù)優(yōu)化績(jī)效管理系統(tǒng)等等研究結(jié)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(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：R197.322

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