Z临床医学研究所基于PI模式的战略性绩效管理体系研究

发布时间：2018-04-24 02:25

本文选题：临床医学研究所 + PI负责制　；参考：《北京中医药大学》2015年硕士论文

【摘要】：背景与目的：Z临床医学研究所(简称临研所)经过近30年的发展,在基础医学研究及基础临床相结合等方面为医院的发展做出了巨大贡献,但在长期发展中,也暴露出一些问题。近年来,在国内外医学研究快速发展和医学研究模式发生转变的大环境下,临研所的发展受到所存问题的制约,迫切需要一场全面的改革。本研究以临研所现存的战略定位不明确、管理制度落后、绩效管理体系不健全三个主要问题为切入点,通过引入PI负责制和构建战略性绩效管理体系,为临研所设计一套科学的解决方案。方法：(1)运用实地调查法,对北京市四家研究机构的科研管理制度进行调研,了解国内PI制的实施情况,同时,提炼四家研究机构实施PI制的共性做法,为本研究制定PI制管理办法提供参考；(2)采用集体访谈法和问卷调查法对临研所进行内部调研,全面了解临研所存在的问题及职工对临研所改革的建议,为临研所制定战略规划提供信息支持；(3)采用专家座谈会的形式制定临研所未来十年的发展战略,指导临研所战略性绩效管理体系的制定；待战略性绩效管理体系初稿形成后,再次以专家座谈会的形式对其进行修订论证；结果：(1)本研究通过调研,整理形成了四份调研报告,从基本情况,实验室管理、科研项目管理、科研人员管理及绩效考核四个方面对研究所的科研管理制度进行全面介绍,从中总结出对临研所改革的可借鉴之处;(2)通过内部调研、SWOT分析和专家讨论,形成了临研所未来十年的战略发展规划。(3)通过研究团队讨论和专家座谈,设计了基于PI制的临研所战略性绩效管理体系,包括PI制管理办法,临研所的战略地图,PI团队的战略地图和平衡计分卡,PI、科研人员、科研秘书的个人平衡计分卡及绩效管理办法。结论：PI制是国内科研机构管理的趋势,战略性绩效管理是绩效管理理论发展的最新成果,可以帮助组织明确战略,并将战略与组织绩效衔接,这两种管理模式的引入可以有效解决临研所现有问题,在实践中也要注意与临研所实际情况相结合。本研究是在理论层面进行了设计,是否有效还有待进一步实证研究的检验。
[Abstract]:Background and objective: after nearly 30 years of development, the Institute of Clinical Medicine of Z has made great contributions to the development of the hospital in the aspects of basic medical research and the combination of basic clinic and so on, but in the long-term development, Some problems have also been exposed. In recent years, with the rapid development of medical research at home and abroad and the change of medical research mode, the development of PARI is restricted by the existing problems, and a comprehensive reform is urgently needed. This research takes the three main problems, which are not clear strategic orientation, backward management system and imperfect performance management system, as the breakthrough point, through the introduction of Pi responsibility system and the construction of strategic performance management system. Design a set of scientific solutions for the Institute. Methods: using the field investigation method to investigate the scientific research management system of four research institutions in Beijing, to understand the implementation of Pi system in China, and at the same time, to refine the common practice of implementing Pi system in the four research institutions. To provide a reference for the establishment of Pi system management methods in this study. (2) to conduct internal investigation on the Institute by means of group interviews and questionnaires, and to understand the problems existing in the Institute and the suggestions made by the staff and workers on the reform of the Institute in an all-round way. To provide information support for the Institute in the formulation of its strategic plan. (3) to formulate the development strategy of the Institute for the next 10 years in the form of an expert forum to guide the development of the Institute's strategic performance management system; once the first draft of the strategic performance management system has been formed, Again, it was revised and demonstrated in the form of an expert forum; the results of this study were as follows: (1) through investigation, four research reports were formed, from the basic situation, laboratory management, and scientific research project management. This paper introduces the management system of scientific research in the institute from four aspects of scientific research personnel management and performance appraisal, and summarizes the reference points for the reform of the institute. (2) through internal investigation, SWOT analysis and expert discussion, The strategic development plan of the Institute for the next ten years is formed. Through research team discussions and expert discussions, the Institute's strategic performance management system based on Pi system is designed, including the Pi management method. Research Institute's strategic map Pi team's strategic map and balanced scorecard PI, research personnel, research secretary's personal balanced scorecard and performance management methods. Conclusion the system of "1: Pi" is the trend of the management of domestic scientific research institutions. Strategic performance management is the latest achievement of the development of performance management theory. It can help the organization to define the strategy and link up the strategy with the organizational performance. The introduction of these two management models can effectively solve the existing problems of the Institute, and should be combined with the actual situation of the Institute in practice. This study is designed at the theoretical level, and whether it is effective or not remains to be tested by further empirical research.
【学位授予单位】：北京中医药大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：R197.6;F272.92

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