基于RBRVS和KPI的S医院绩效管理研究

发布时间：2018-04-16 18:48

本文选题：医院绩效 + RBRVS　；参考：《山东大学》2017年硕士论文

【摘要】：自新中国成立以来,我国的医疗卫生事业取得了巨大成果,人均寿命由建国时的35岁大幅提高到2015年的76.34岁,人民健康水平和人均寿命明显提高,医院管理也从经验管理走向现代精细化管理。对医院来说,如何既能适应国家政治和经济体制的改革要求,尤其是新医改的要求,又能满足医院的战略发展要求;如何既能体现医院的公益性,又能调动医务人员工作的主动性和积极性,同时提高医院的社会效益和经济效益,已经成为医院管理者需要解决的重要问题。目前我国医院管理普遍存在以下三个问题:一是医院有效资源利用率低,成本管控差;二是医院内部缺乏行之有效的激励机制;三是医院管理沿用以前管理方法和体系,缺乏科学先进和系统整体的管理体系。20世纪90年代开始,国外的研究机构和医院就开始进行医院绩效管理的理论研究和实践探索,并取得了一定的成效,提高了医院的管理水平。近年来,我国有些医院和科研机构也开始进行医院绩效管理的探索研究和实践,希望建立起一套符合我国医药卫生行业特点、符合医院发展需要、科学规范、行之有效的医院绩效管理体系,不断提高医院管理水平,解决实际工作中遇到的问题和矛盾,不断提升医院的医疗质量和服务水平,从而满足全国人民对医疗技术水平和公共卫生服务日益增长的需求,促进社会稳定和发展。本文通过对国内外医院绩效管理的研究和S医院实行绩效改革过程的总结,以期达到:(1)发现现阶段我国医院绩效管理的缺陷和不足,通过系统分析总结原因,从而尝试找出改进和解决的方法;(2)通过对S医院实行绩效改革的研究,总结出一套以资源消耗为基础的相对价值表(RBRVS)和关键绩效指标(KPI)相结合的、行之有效的绩效考核体系,并在此基础上进行设计优化,建立起更加科学完善的绩效管理体系,为我国医院绩效改革提供参考;(3)适应新医改下国家对人事薪酬体制改革的要求,尝试探索总结出一种行之有效的医院绩效管理体系。通过本文的研究,得出结论:由于医院管理运营的特殊性,尤其是公立医院,在选取绩效考核方法时既要适合医院的发展和有利于提高医院的运营效率、增加医院的经济效益,更要符合国家新医改的要求,体现医院的公益性,提高社会效益。医院绩效管理要想平稳顺利的实现这些目标,就需要选取与之适应的绩效考核方法和绩效管理体系。医院在实施绩效管理过程中,要及时发现问题、分析问题,并给予完善和改进的方案,通过绩效计划、实施、评价、反馈、改进的不间断循环过程,将基于RBRVS和KPI的绩效管理落实到实处。基于RBRVS和KPI绩效管理系统是一个完整的、科学的、系统的循环体系,绩效管理过程中各个环节紧密相扣,每一个环节的管理工作都相互对应,不能相互代替。绩效管理过程中的绩效反馈完成并不代表管理的终结,而是对前期的绩效过程进行总结,并对发现的问题进行分析和改进,不断完善绩效管理体系,为进行新一轮绩效管理循环做准备,因此医院绩效管理没有终点,只有在路上,通过不断的总结和改进,更好的提升医院管理水平和综合实力。
[Abstract]:The new China since the establishment of the medical and health service in China has made great achievements, the average life expectancy of 35 years old by the time of the founding of a substantial increase to 76.34 in the year 2015, the level of people's health and life expectancy increased significantly, the hospital management from the experience management to modern management. The hospital, how to adapt to the requirements of the reform of state the political and economic system, especially the requirements of the new medical reform, and to meet the requirements of the strategic development of the hospital; how can the public reflect the hospital, initiative and can mobilize the enthusiasm of the medical staff, and improve hospital social benefits and economic benefits, has become an important problem of hospital managers need to solve at present the following three problems of hospital management in China: a hospital is low efficient resource utilization, cost control is poor; the two is the lack of effective incentive mechanism within the hospital; three Is the hospital management to adopt the old management method and system, lack of management system of the.20 century in 90s the overall scientific and advanced and system, research institutions and hospitals abroad have begun to explore hospital performance management theory and practice, and achieved certain results, improve the management level of the hospital. In recent years, some of our hospitals and research institutions have also begun to hospital performance management research and practice, hope to establish a set to conform to the characteristics of China's medical and health industry, meet the needs of the development of scientific and standardized hospital hospital, effective performance management system, and constantly improve the level of hospital management, solve practical problems and contradictions, and constantly improve the hospital the medical quality and service level, so as to meet the needs of the National People's level of medical technology and the growing public health services, promote social stability and development Show. This paper researches on the performance management of domestic and international hospital and S hospital performance reform process summary, in order to achieve: (1) found that the defects of hospital performance management at the present stage and shortcomings, through systematic analysis and summarize the reasons and try to find out the method to solve and improve; (2) through the research and practice the performance of S hospital reform, summed up a set of resource based relative value scale (RBRVS) and key performance indicators (KPI) combining the effective performance appraisal system, and on the basis of the optimization of the design, establish more scientific and perfect performance management system, to provide a reference for performance reform in the hospital; (3) to adapt to the requirements of the state compensation system reform of personnel under the new health care reform, try to explore and summarize an effective hospital performance management system. Through this research, we conclude that because the hospital management and operation The particularity, especially in public hospitals, both for the development of hospital and improve hospital operation efficiency in the selection of performance assessment methods, increase the economic benefits of the hospital, more must conform to the requirements of the new medical reform, public welfare of the hospital, improve social benefits. The hospital performance management to smooth implementation these goals, needs to select and adapt the method of performance appraisal and performance management system in hospital. In the process of performance management, to discover problems, analyze problems, and give the improved scheme, the performance plan, implementation, evaluation, feedback, improvement of the continuous cycle of performance management RBRVS and KPI is implemented based on RBRVS and KPI. Based on the performance management system is a complete, scientific system, circulation system, each link in the process of performance management is closely connected, each link The management of each other, can not substitute each other. Does not mean the end of management feedback in the process of performance management performance, but the performance of the early stage of the process are summarized, and some problems are analyzed and improved, and constantly improve the performance management system for a new round of performance management cycle to prepare, so the hospital performance management no end point, only in the way, through continuous review and improvement, improve hospital management level and comprehensive strength.

【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：R197.322

【参考文献】