Research On Hospital Performance Management

Public hospitals are the main part of Chinese medical service system. With the development of reform and opening-up, market mechanism has been involved into hospital management, and hospitals’ rights of self-management and distribution have been increased. However, with the rapid expansion of hospital scales, continuously enhancement of service capacity, and manoeuvrableemployees initiative, the focus of hospital management gradually moves onto economic benefit, rather than social and public welfare, which suppose to be the embassage of hospitals.The new health sector reform in2009shows the direction of public hospitals development. Zhu Chen, who was the Minister of Public Health, says ’the management of public hospitals should remain the nature of public welfare, and to stimulate enthusiasm for working’, also brings challenges for the management of modern hospitals. In2011,Department of Health (DoH) promulgated the "Interim Procedure for Hospital Accreditation", which confirmed that accreditation should evaluate the quality, safety, services, management and performances of hospitals. Therefore, how to stimulate enthusiasm and remain the nature of public welfare, and in the meantime to maintain the sustainable development of a hospital has become an unevadable issue for hospital managers under the environment of new policy.This thesis takes H hospital as the object of study to analyze and summarize obtained achievements and exposed problems since implemented performance management, using methods like literature survey, statistical analysis, analytic hierarchy process (AHP), balanced scorecard and key index, combined with medical industry features and practical situation to analyze the performance management of H hospital according to the general process, breaking down the strategic development aims into specific indices, and dividing the hospital into four departments with different types to implement performance management respectively. Reconstructing a relatively integral performance management system for H hospital to expect adequately stimulating and enhancing employees’ enthusiasms, unifying the developing goal of the hospital and those of the departments, increasingly enhancing the social and economic benefits of the hospital, and stepwise completing hospital’s strategic aims.