Research On Performance Management Of Community Hospital

With the enhancement of China’s comprehensive national strength and the urgency of solving the current problem of “expensive and difficult to see a doctor”,the government has attached more importance to the development and construction of community health service institutions.How to make better use of the available resources to solve the basic health need of ordinary people has become the focus of both the government and hospitals.In the context of national medical development and reform,community health service institutions should improve their performance management system and promote overall performance through internal performance evaluation and continuous improvement.This thesis conducts the case analysis based on Q community hospital’s existing performance management model.It combs and analyzes the current situation of case hospital’s performance management through questionnaires,interviews and data collection.The hospital implements balanced scorecard assessment at the organizational level and point management assessment at the individual level.It’s performance management model breaks the previous average salary distribution method,which helps push the focus of work goals,strengthen staff incentive,promote public welfare construction and form goal management culture to a certain extent.Through the investigation,this thesis finds that there are still some problems in the performance management practice of Q community hospital,such as the lack of clinical experts in the performance assessment team,the lack of post differences in department assessment,the separation of individual assessment and department assessment,the lack of timely feedback on individual points,the lack of communication in management process and the failure of the performance pay system to fully reflect the labor value.With the gradual development of Q community hospital’s new construction project in different places,its talent introduction and talent training plan are gradually entering the orbit.In view of the gradual expansion of personnel and business scale,Q hospital needs to build a more standardized,scientific and systematic performance management model,so that talents can be recruited and retained well,further enhancing the hospital’s comprehensive medical service capabilities.In view of the defects of performance management in Q hospital,this thesis attempts to make further improvement on the basis of existing management.Firstly,this thesis proposes to associate the individual assessment with the department assessment,unifying the individual and organizational objectives.This thesis draws the strategic map of Q hospital according to the strategic objectives,business operation and national policy requirements.On the basis of summarized assessment points,this thesis designs the evaluation index under the Balanced Scorecard of different departments(clinical department,medical technology department,pharmacy department and administrative management department).At the same time,this thesis improves the points management system.In line with the existing assessment requirements of Q hospital,this thesis supplements and adjusts the standards for bonus points and deduction points.Incorporating bonus points into point management is conducive to mobilizing employees’ enthusiasm and promoting organization’s rational use of talents,and setting deduction points can help employees clarify their responsibilities and establish responsibility and risk awareness.This thesis also proposes to conduct a 360-degree evaluation at the end of assessment period to help employees get feedback of their own work through multi-dimensional assessment subjects,making them discover advantages and disadvantages in time to make better improvements.In terms of performance distribution,the employee’s points result should be linked with salary evaluation,excellent evaluation,professional title promotion,etc.Using ranking instead of point value to link with performance distribution can help reduce the tendency to profit and form a competitive dynamic management mode,shaping a good enterprising culture.This thesis also puts forward guarantee measures for the operation of performance management system.In terms of organizational setting,a specialized assessment committee with the participation of representatives from personnel,medical services,nursing and some other departments shall be established;staff performance training shall be organized to improve their cognitive level of performance management;a level-by-level assessment and responsibility system shall be established to promote teamwork.In terms of system content design,the department managers should be given some flexibility to dynamically adjust the point setting;the spiritual-level incentive measures should be added;the excellent talents shall be given key incentive and full affirmation.In terms of performance management process,regular publicity of points shall be carried out to strengthen the transparency of assessment results;two-way communication and feedback shall be emphasized;regular analysis of the effectiveness of current performance assessment should be made to better adjust performance indicators and improve management methods.In terms of technical support,the information-based performance management system and software should be applied,and medical community information network should be constructed,aiding resource sharing and efficient medical treatment.In terms of cultural construction,the organization should form the resident-oriented service concept and build a harmonious team performance culture which supports the implementation of organization’s strategy.The significant value of performance management is to help organizations achieve strategic goals and promote long-term sustainable development.In order to play the value of performance management in community hospitals,it should first be noted that the strategic objectives reach consensus from top to bottom.The Balanced Scorecard introduced in this thesis transforms the strategy into specific action indicators,which can promote the coordination and unity of objectives among all levels of the organization.At the same time,it measures the indicators from four dimensions(finance,customer,internal process and learning and growth),which can adapts to the hospital’s multi-dimensional development goals and employee’s multi-dimensional performance output.It also helps the organization understand the internal drive of performance to make better preparations for future development needs.Point management further translates the organizational level indicators to employees.It specifies job performance and capabilities,helping to communicate strategic objectives and promote process incentives.This thesis has carried out certain data and theoretical analysis on the combination of balanced scorecard assessment and point system management,and further improved the existing performance management system of case hospitals,aiming to provide new ideas for the existing community hospital performance management model.