Study On The Optimization Of Performance Evaluation System In Public Hospitals

In certain respects, public hospitals are similar with enterprises since many management concepts of modern hospitals are evolved from enterprise model. However, public hospital belong to program for public good, of which commonweal is the most fundamental properties. Thus it’s different with enterprises in that enterprise is an economic entity who pursuits economic benefits, while public hospital pursuits economic benefits under the premise of social benefit maximization. At present, performance evaluation is widely used in the whole world, especially in multinational companies. Most of the public hospitals in the United Kingdom, the United States and other European and American developed countries have established a relatively well-integrated performance evaluation mechanism. In China, performance evaluation of public hospital started late, and it’s still in the primary stage. Commonly, our performance evaluation system of public hospitals have problems of being not scientific, using a single model and too many economic indexes, lack of perspective on sustainability and supervision mechanism. As a comprehensive hospital, K hospital of Kunming city has been choosed for my research. K has all above-mentioned problems, also it has some characteristic problems like quantizing obstacle of the strategic target decomposition, ill-defined task indexes, non-concrete deducting items and standards, indexes of administration and logistics departments not correctly reflect the content of work.Through in-depth analysis of K hospital’s existing performance evaluation system, combined with its strategic objectives, management idea and practical situation, this article redesigns performance evaluation system of K hospital drawing lessons from successful experiences at home and abroad on the basis of performance management theory. The author attempts to establish a set of performance evaluation which is a combination of qualitative and quantitative indexes, a linked integration of framework, process and result adapted to K hospital’s development. After confirming guiding principle, purpose and methods of redesign, this article divides K’s performance evaluation system into three levels: the hospital, the department, the post. Standing at the height of strategic target, considering the actual situation of K, this article integrates performance evaluation tools such as the balanced scorecard(BSC), key performance indicators(KPI), and Hay job grading scheme combining with the production function etc. to redesign an ideal type of performance evaluation index system. Also, this article suggest that the performance evaluation should be safeguarded by corresponding guarantees like organization and institutional construct, construction of organizational culture, information system and daily job etc. I hope this article is valuable for performance evaluation work of K hospital and other public hospitals in some respects.