OKR在优化科室绩效考核与分配体系建设中的应用探讨  

Application of OKR in Optimizing the Construction of Department Performance Appraisal and Allocation System

作　　者：朱慧芬[1] 曹敏[1] 江超 方剑[1] ZHU Hui-fen;CAO Min;JIANG Chao;FANG Jian(Quzhou People's Hospital/Quzhou Hospital Affiliated to Wenzhou Medical University)

机构地区：[1]衢州市人民医院/温州医科大学附属衢州医院

出　　处：《医院管理论坛》2023年第10期27-30,共4页Hospital Management Forum

基　　金：2021年浙江省卫生健康面上项目,编号:2021KY1191。

摘　　要：OKR作为现代管理的工具对于统一医院目标、协调医院发展具有显著优势,通过公正、客观的绩效评价和薪酬分配,有利于医院调结构、转方式、注重内涵发展,也有利于引导医务人员以患者为中心,提供优质、高效的医疗服务。本研究发现,基于OKR建立的科室绩效考核与分配体系,可驱动各科室按照医院发展目标主动制定科室量化目标和产出结果,有效提升科室医务人员工作积极性,推动医院、科室、员工自上而下落实医院发展目标,促进科室绩效与质量管理改进。通过动态调整目标,动态监测,关注各科室关键工作与指标完成情况,促进医院诊疗服务能力及管理水平不断提升,推进医院高质量发展。OKR,as a tool of modern management,has significant advantages in aligning hospital objectives and coordinating hospital development.Fair and objective performance appraisal and salary allocation can help the hospital adjust its structure,change its mode,focus on connotation development,and guide medical staffs to provide high-quality and efficient medical services centered on patients.This study found that the department performance appraisal and allocation system based on OKR can drive departments to actively formulate quantitative goals and output results in line with hospital development goals,effectively improve the work enthusiasm of medical staffs in the department,promote the top-down implementation of hospital development goals by hospitals,departments and employees,and promote the improvement of department performance and quality management.By means of dynamic adjustment of targets,dynamic monitoring,and attention to the completion of key work and indicators of each department,the hospital can continuously improve its medical service capacity and management level,and promote its high-quality development.

关 键 词：目标与关键成果法 绩效考核 分配 临床科室 

分 类 号：R197.3[医药卫生—卫生事业管理]