基于平衡计分卡的A公立医院绩效评价指标体系的构建

发布时间：2018-05-02 22:52

本文选题：公立医院 + 平衡计分卡　；参考：《石河子大学》2017年硕士论文

【摘要】：我国医疗改革实行之久,但成效甚微。2017年两会持续关注健康中国,医疗体制改革相关问题再度成为关注的焦点。持续推进改革,改善民生,深入实施改善医疗服务,加快提升我国医疗卫生市场综合服务水平将是2017年政府工作重点任务之一。我国的公立医院不仅承载着履行医疗服务责任、社会功能责任的重担,还应当更加注重其作为社会公益事业单位对于百姓应承担的义务。然而,我国的医疗卫生市场受到政府政策的长期庇护加上其信息不对称的情况,仍然存在着诸多较为棘手的问题亟待解决。同时,我国的医疗卫生体系缺乏较为统一的绩效管理指标体系和有效的沟通反馈机制,缺乏全面系统客观的指标设置,导致运行效率和竞争力低下。目前,老百姓“看病难、看病贵”的问题依旧严峻,且政府下拨的资金支持不断缩减,导致我国的医疗卫生行业出现了过度“市场化”的病态现象。由此造成了当前“以药养医”的病态现象泛滥,给患者带来了极大的困扰。并且,从外部环境的角度而言,随着时代的进步医疗行业的规模不断扩大,老百姓在就医时面临的选择也不断增多,这难免加剧了各大医院之间的竞争。基于这样的市场环境,公立医院的发展着面临愈发激烈的机遇和挑战,医院内部的绩效评价工作愈发重要。从公立医院自身而言,传统的绩效评价缺乏远瞻性。对于非财务指标如患者满意度等则几乎没有涉及,这有悖于公益性原则。其考核的核心主要是以财务指标为主。因此,改变已有的管理机制和运行机制是首要任务。本文共包括六个章节,第一章绪论,首先道出了本文的选题背景与意义,然后围绕该选题对国内外研究现状进行阐述,接着叙述了研究方法和研究内容。第二章理论基础,对绩效管理理论和平衡计分卡理论分别进行了阐述。第三章A医院绩效评价现状及问题分析,先是介绍医院的概况,然后叙述了A医院绩效评价的现状及弊端。第四章基于平衡计分卡的A公立医院绩效评价体系的构建,先是绘制了A医院绩效评价体系的战略地图,然后是对A医院的绩效评价体系指标以及指标权重的确定,最后对A医院科室与岗位层面的绩效评价指标也进行了确定。第五章A医院绩效评价体系实施的保障,包括沟通保障、战略保障、信息技术保障以及资金保障。第六章对本文作了总结,并指出了论文的不足之处。本文的这项研究并不是最新的,但是我国公立医院的绩效管理中科学的应用平衡计分卡的并不多。本文在论述中将对平衡计分卡的绩效评价指标体系的设计过程进行详细阐述,以促进医院对战略目标的实现。本文研究的总结对同样背景下的医疗机构来说,对其改进绩效评价具有很好的借鉴意义。
[Abstract]:China's health care reform has been under way for a long time, but little has been achieved. In 2017, the two sessions continued to focus on a healthy China, and health care system reform issues have once again become the focus of attention. Continuing to promote reform, improve people's livelihood, deepen the implementation of improving medical services, and accelerate the promotion of comprehensive service level in China's medical and health market will be one of the priorities of the government in 2017. The public hospitals of our country not only bear the burden of fulfilling the responsibility of medical service and social function, but also pay more attention to the obligations of the public welfare institutions to the common people. However, China's medical and health market has been sheltered by government policies for a long time, and its information asymmetry, there are still a lot of thorny problems to be solved. At the same time, the lack of a unified performance management index system and effective communication and feedback mechanism in our medical and health system, and the lack of comprehensive, systematic and objective index setting lead to low operational efficiency and low competitiveness. At present, the common people "difficult to see a doctor, expensive to see a doctor" the problem is still grim, and the government allocates the fund support to reduce unceasingly, causes our country's medical and health profession to appear the excessive "marketization" the sickness phenomenon. As a result, the current "medical care" of the sick phenomenon of flooding, to patients with great trouble. Moreover, from the perspective of external environment, with the development of the medical industry of the times, the scale of the medical industry is expanding, and the choices faced by the common people are increasing, which inevitably intensifies the competition among the major hospitals. Based on this market environment, the development of public hospitals is facing more and more fierce opportunities and challenges. From the public hospital itself, the traditional performance evaluation lacks foresight. For non-financial indicators such as patient satisfaction are hardly involved, which is contrary to the principle of public welfare. The core of its assessment is mainly financial indicators. Therefore, the first task is to change the existing management mechanism and operation mechanism. This paper consists of six chapters, the first chapter is introduction, first, the background and significance of this topic, then around the topic of domestic and foreign research status is described, and then describes the research methods and research content. In the second chapter, the theory of performance management and the theory of balanced scorecard are expounded. The third chapter introduces the status quo and problems of hospital performance evaluation, first introduces the general situation of hospital, and then describes the status quo and disadvantages of A hospital performance evaluation. The fourth chapter is the construction of A public hospital performance evaluation system based on balanced scorecard. Firstly, it draws the strategic map of A hospital performance evaluation system, and then determines the index and index weight of A hospital performance evaluation system. Finally, the performance evaluation index of department and post level in A hospital is also determined. Chapter five is the guarantee of hospital performance evaluation system, including communication guarantee, strategy guarantee, information technology guarantee and fund guarantee. The sixth chapter summarizes this paper and points out the shortcomings of the paper. The research in this paper is not the latest, but the scientific application of balanced scorecard in the performance management of public hospitals in our country is not many. In this paper, the design process of the performance evaluation index system of the balanced Scorecard will be elaborated in detail, in order to promote the realization of the strategic goal of the hospital. The conclusion of this paper has a good reference significance for the medical institutions under the same background to improve their performance evaluation.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：R197.322

【参考文献】