Research On Performance Management Optimization Of JD Hospital

Performance appraisal of tertiary public hospitals in China has always been an important part of the new medical reform.In January 2019,the General Office of the State Council issued the "Opinions on Strengthening the Performance Appraisal of Tertiary Public Hospitals",which comprehensively started the performance appraisal of tertiary public hospitals.The performance appraisal system consists of planning,communication,assessment,improvement and application.By constructing a more reasonable and effective performance management system,we can coordinate the relationship between public welfare and medical service quality in public hospitals,improve medical staff’s job satisfaction and enthusiasm,promote income distribution to be more scientific and fair,and realize efficiency and quality improvement,so as to achieve the goal of adhering to public welfare orientation in tertiary public hospitals,providing higher quality medical services for the people,and simultaneously improving economic and social benefits.In this paper,JD Hospital,a third-class first-class public hospital in Northwest China,is selected as the research object.In view of its current performance appraisal system which has been implemented for nearly ten years,through questionnaire survey,it is found that there are many problems in the current performance management system,such as lack of forward-looking performance plan,outdated performance appraisal indicators,insufficient public welfare assessment,insufficient attention paid by some departments to employee performance appraisal and single application of performance results.According to the "Opinions on Strengthening the Performance Evaluation of Tertiary Public Hospitals" in 2019,the performance management system of JD Hospital was optimized in planning,communication,evaluation,improvement and application.Planning: Based on the performance appraisal index system of the above-mentioned Opinions,with the help of expert interview and analytic hierarchy process,the performance appraisal indexes and weights of JD Hospital were re-determined,and the performance planning links were optimized.Taking the internal medicine consulting room as an example,four first-class indicators are determined,including medical quality,operational efficiency,sustainable development and satisfaction evaluation,and the weight values are 0.5568,0.2001,0.1415 and 0.1017 respectively.Determine 18 secondary indicators and their weights,such as the quality control of single disease,the proportion of independent workers who receive further studies from other hospitals and return to the original hospital.Examination link: The paper distinguishes the employees of clinical medical technology department and administrative logistics department according to their different work characteristics: the employees of clinical medical technology department are evaluated according to the performance unit price system,and the public welfare assessment of employees of clinical medical technology department is increased-according to the risk coefficient of routine aid projects,and the public welfare work is quantitatively scored;360-degree performance evaluation is used to assess the administrative logistics staff.In addition,the links of communication,improvement and application have been optimized accordingly.Finally,in order to ensure the smooth implementation of the optimized performance management system,the paper puts forward several safeguard measures,such as establishing and perfecting the relevant staff performance management system,strengthening staff performance management training and strengthening technical support.