以绩效考核驱动紧密型医联体共同发展  

Drive the Common Development of the Close Medical Consortium with Performance Appraisal

作　　者：贾晓佳[1] Jia Xiaojia(Operational Audit Office,Beijing Hepingli Hospital,Beijing,100013 China)

机构地区：[1]北京市和平里医院经营审计办公室,北京100013

出　　处：《中国卫生产业》2021年第12期98-101,共4页China Health Industry

摘　　要：建设医联体能逐渐推动我国各个地区医疗分级诊疗制度的有效落实,但是现阶段我国在建设医联体尤其是紧密型医联体的过程中,因为医疗服务人员思想、医疗服务体制等存在明显的差异性,进而对建设和发展紧密型医联体造成严重影响。分析发现,只有利用绩效手段,在紧密型医联体框架下降双方利益绑定在一起,将绩效考核当成指挥棒,当成管理的有效抓手,利用全过程和全面的绩效考核,实现经济利益一体化,才能实现服务保障、教学科研、人才培养、医疗、管理的一体化,促进服务和管理的不断创新。同时让紧密型医联体成员单位职工的工作热情得以充分调动,提高创造性和积极性,转变思想,增加归属感和认同感,实现基层医疗机构和上级医疗机构的共同发展。The construction of medical alliance can gradually promote the effective implementation of medical grading diagnosis and treatment system in various regions of China.However,in the process of building medical alliance,especially the close type medical union,there are obvious differences in the thinking of medical service personnel and medical service system,which has a serious impact on the construction and development of close medical association.It is found that only by using performance measures,in the framework of close medical association,the interests of both sides are bound together,and performance appraisal is used as a baton and an effective grasp of management.Only by using the whole process and comprehensive performance appraisal can we realize the integration of service security,teaching and research,personnel training,medical treatment and management,and promote service and management innovation.At the same time,it can fully mobilize the working enthusiasm of the staff members of the compact medical association,improve their creativity and enthusiasm,change their minds,increase their sense of belonging and identity,and realize the common development of primary medical institutions and higher-level medical institutions.

关 键 词：绩效考核 紧密型医联体 上级医疗机构 基层医疗机构 共同发展 

分 类 号：R7[医药卫生—临床医学]