Research On The Improvements Of The Performance Management System Of L Hospital

With the introduction of the national new medical reform policy,the development of public hospitals has gradually moved closer to the direction of"adhering to public welfare and mobilizing enthusiasm".However,there is a contradiction between the rational operation and public welfare in public hospitals,which further reduces the work enthusiasm and service quality of hospital staff.In order to solve the contradiction between employees’ enthusiasm for work and hospital public welfare,we must look for a more in-depth driving factor,namely to establish a sound performance management system.However,the performance management of most public hospitals in China is lack of systematicness and comprehensiveness,and the optimization reform is urgently needed.On the basis of the related theory of performance management,this paper mainly adopts literature research method,descriptive research method and case study method to research the current performance management system of L Hospital,and analyzes the existing problems and improvement measures.After the field investigation,the following problems were found:① In the process of performance planning,there are problems such as the unreasonable performance goal and system positioning,the lack of staff participation and so on;② The lack of performance control leads to the inability to effectively monitor and coach the performance management process;③In the link of performance appraisal,there are some problems such as excessive profit assessment indexes,evaluation factors failed to reflect the resources situation,the blind deduction of uncontrollable cost,lacking of personalized management of non-revenue departments;④ In the process of performance communication and feedback,there is a lack of emphasis on two-way communication;⑤ In the application of performance results,the application of assessment results is limited to performance salary and the results of different assessment projects are not applied separately.Aiming at these problems,this paper establishes a perfect closed-loop chain of performance management for the hospital by referring to the concept of PDCA Cycle.The main content of the whole system is as follows:①in the aspect of performance planning,it is necessary to make clear performance target positioning,consider the multi-dimensional performance appraisal standard and improve the degree of employee participation;② In the link of performance control,it is important to implement scientific performance monitoring and coaching,and ensure the performance information is true and effective;③ The performance appraisal will distinguish the four grades of doctors,medical technology,nursing and administrative logistics,and introduce the core idea of RBRVS method to construct new performance assessment mode;④In the process of performance communication and feedback,we will set up the communication mechanism of top-down performance and the feedback mechanism of bottom-up employee feedback;⑤ In the application of performance appraisal results,the performance results should be used in the implementation of compensation plan,adjustment of promotion and evaluation,and the exploration of employees’ potential.Finally,in order to ensure the effective implementation of the new system,the following safeguards are recommended:get floor personnel support,set up performance appraisal committee,perfect the informatization construction.In this paper,starting from the actual situation of L Hospital,on the premise of public welfare of public hospitals,the performance management defects were found and a complete and dynamic closed loop chain of performance management was constructed.It is hoped that it can improve staff’s enthusiasm and service quality,and also serve as a reference for performance management of other public hospitals.