安徽SL医院绩效管理优化研究

发布时间：2018-07-25 11:11

【摘要】：医疗卫生事业作为人民健康的有力保障,将"以患者为中心、提高医疗服务质量"视为管理和经营的最终目标。公立医院,是具有公益性质的大型综合性医疗机构,是医疗服务市场的核心,因此更应该遵循公益性质和社会效益原则。医院绩效管理是现代医院管理的根本措施和重要内容,它是由计划、实施、改进以及考核和反馈等构成的一项系统工程,也是推动医院内部各项管理措施有效落实的重要手段,更是医院核心竞争力的重要基础。有效的绩效管理既体现按劳分配的基本原则,也能够引导和调动医院竞争双赢的积极性,从而提高医院的运行效率和服务水平,更好的体现公立医院的公益性质,解决基本医疗、缓解人民群众看病难、看病贵的就医困难问题,为广大人民群众的健康事业服务。因此本文选取了 SL医院为研究对象,深入研究医院绩效管理,具有理论上和实际上的双重意义。本文基于关键性指标(KPI)理论,应用案例分析和规范分析相结合的方法,系统梳理了绩效管理、绩效核算及绩效考核的相关理论,并分析管理现状。以省级三级甲等综合性SL医院为例,对绩效管理战略目标、原则及实施条件;绩效管理业务流程;绩效核算指标选择;绩效考核体系结构进行了分析,得出如下结论:一是绩效核算指标设置要具有引领性,指标体系设计要发挥指标的激励作用,同时应兼顾社会效益与经济效益。二是绩效管理体系的全面性。三是调整指标的及时性和系统优化的持续性。四是发展多维度的绩效管理体系。绩效方案围绕医院发展目标,综合考虑多个院区不同的发展阶段,从多维度设计绩效方案,形成合力,逐步提升医院综合实力,最终实现医院的战略构想。本文大体安排如下:第一章:绪论。包含:研究背景与研究意义:有效的绩效管理,可以通过医院内部不同的岗位责任、技术水平、工作量大小和承担风险程度等将有限的医院资源合理配置。国内外相关研究现状:绩效管理是具有战略意义的整合的管理方法。绩效管理被引入到我国医院管理系统,成为现代医院管理的一个新视角。研究内容与研究框架:以SL医院绩效管理体系为研究对象,遵循提出问题、分析问题、解决问题的问题导向框架。研究思路与方法:使用文献法、观察法、经验总结法等利用关键指标法、平衡积分卡理论及基尼系数进行数据分析。研究创新点:一是创新性的分析视角,二是最终得出的结论:建立立体式绩效管理体系,多角度选取绩效核算指标,建立统一的绩效考核中心,发挥绩效管理的激励作用。第二章:SL医院绩效管理现状及存在的问题。这一章包含三个方面。首先是SL医院的基本信息。其次介绍医院绩效管理现状:建立绩效管理专门机构;积极开展绩效计划工作;持续完善绩效核算和绩效考核工作。最后发现绩效管理存在的问题:绩效反馈环节的缺失;绩效核算指标选择失当;绩效考核体系结构过于平衡,缺乏激励性。第三章SL医院绩效管理内容及业务流程分析。针对上一章发现的问题,分别对绩效管理业务流程、绩效核算指标选择和绩效考核体系结构进行深入的分析,揭示现象背后的原因。第四章SL医院绩效管理优化对策。分两部分先根据上文揭示出的原因提出优化对策,后提出改进建议。第五章研究结论与研究展望。总结全文,提出绩效方案要紧紧围绕医院发展目标,及时调整指标和持续优化绩效管理系统等等研究结论并展望。
[Abstract]:As the powerful guarantee of the health of the people, medical and health care is the ultimate goal of management and management. The public hospital, a large comprehensive medical institution with public welfare nature, is the core of the medical service market. Therefore, it should follow the principle of public welfare and social benefit. Effective management is the fundamental measure and important content of modern hospital management. It is a systematic project composed of planning, implementation, improvement, assessment and feedback. It is also an important means to promote the effective implementation of various management measures within the hospital. It is also the important basis of the core competitiveness of the hospital. Effective performance management not only embodies the distribution of the hospital according to work. The basic principles can also guide and mobilize the win-win enthusiasm of the hospital, so as to improve the efficiency and service level of the hospital, to better reflect the public welfare of the public hospitals, to solve the basic medical treatment, to alleviate the difficulties of the people, to see the difficult problems of medical treatment, and to serve the health of the masses. Taking the SL hospital as the research object and studying the hospital performance management deeply, it has both theoretical and practical dual meanings. Based on the theory of key index (KPI), this paper systematically combs the related theories of performance management, performance accounting and performance evaluation with the combination of case analysis and normative analysis, and analyzes the status of management at the provincial level. Three class a comprehensive SL hospital, for example, the objectives, principles and conditions of performance management, performance management business process, performance accounting index selection and performance evaluation system structure are analyzed, and the following conclusions are drawn: first, the setting of performance accounting indicators should be leading, and the design of index system should play the incentive effect of indicators, and at the same time Both social and economic benefits should be taken into account. Two is the comprehensiveness of the performance management system. Three is the timeliness of the adjustment of indicators and the sustainability of the system optimization. Four is the development of a multi-dimensional performance management system. The performance scheme focuses on the development goals of the hospital, takes into consideration the different stages of the development of different hospitals, and designs the performance scheme from the multidimensional dimension to form the combination of the performance plans. Strengthen the comprehensive strength of the hospital gradually and finally realize the strategic conception of the hospital. This article is mainly arranged as follows: Chapter 1: introduction. It includes: research background and research significance: effective performance management, the rational distribution of limited hospital resources can be matched by different post responsibility, technical level, work size and risk degree in the hospital. Status quo at home and abroad: performance management is an integrated management method with strategic significance. Performance management has been introduced into the hospital management system in our country. It has become a new perspective of modern hospital management. Research content and research framework: Taking the SL hospital performance management system as the research object, following questions, analyzing problems and solving problems The research ideas and methods: using the document method, the observation method, the experience summary method and so on, using the key index method, the balance integral card theory and the Gini coefficient to carry on the data analysis. The first is the innovative point of view, and the two is the final conclusion: establishing the three-dimensional performance management system and selecting the performance core from multiple angles. Calculate the index, establish a unified performance assessment center, play the incentive effect of performance management. The second chapter: the status and existing problems of SL hospital performance management. This chapter includes three aspects. First, the basic information of SL hospital. Secondly, the present situation of hospital performance management: establishing the special organization of performance management; actively carrying out performance planning work; continuing Perfect performance accounting and performance evaluation work. Finally, we find the problems of performance management: lack of performance feedback, improper selection of performance evaluation index, too balance of performance appraisal system structure and lack of motivation. Third chapters SL hospital performance management content and business process analysis. In-depth analysis of the management process, performance evaluation index selection and performance appraisal system structure, and reveal the reasons behind the phenomenon. The fourth chapter SL hospital performance management optimization countermeasures. The two parts first put forward the optimization countermeasures according to the reasons revealed above, and then put forward the improvement suggestions. The fifth chapter research conclusions and research prospects. Summary full text, mention The performance plan should focus on the hospital development goals, timely adjust the indicators and continuously optimize the performance management system, and so on.
【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：R197.322

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