医院科室绩效管理制度改革实践的探讨  

Exploration of the Practice of Reforming the Departmental Performance Management System in Hospitals

作　　者：雎晶 李东华 徐蕾 JU Jing;LI Donghua;XU Lei(Economic Management Department,905 Hospital of People's Liberation Army Navy,Shanghai 200052,China)

机构地区：[1]中国人民解放军海军第905医院经济管理科,上海200052

出　　处：《中国卫生产业》2024年第14期216-218,222,共4页China Health Industry

摘　　要：本文基于当前各科室绩效考核中存在的问题,包括分摊固定运行成本过高导致收益较低、科室实际绩效与工作量不匹配,以及对质量、效率等指标考核不足且权重偏低等,结合多种工具提出了针对不同科室的绩效模式调整方案:临床科室侧重于工作量和成本效益,并结合效率和质量指标;医技科室按项目赋值进行考核,同时考虑质量、满意度和成本等因素;行政后勤类科室综合岗位性质和工作完成度,通过岗位和个人系数进行绩效的二次分配。通过调整各类科室的绩效模式,提升了运营效率,并增强了员工的工作积极性。Objective This paper based on the issues present in the current performance evaluations,including high allocation of fixed operating costs leading to low returns,misalignment between actual performance and workload,and insufficient and low-weight assessment of quality and efficiency indicators,by utilizing various tools,the paper propose adjustment strategies for performance models tailored to different departments:clinical departments focus on workload and cost-effectiveness,integrating efficiency and quality indicators;medical technology departments are evaluated based on project valuation,considering factors such as quality,satisfaction,and cost;and administrative and logistics departments assess performance based on job nature and work completion,with secondary distribution of performance based on job and individual coefficients.Adjusting the performance models for various departments has improved operational efficiency and enhanced employee motivation.

关 键 词：绩效考核 管理循环法 态势分析法 

分 类 号：R197[医药卫生—卫生事业管理]