Research On TL Performance Management System

By analyzing the United States, Britain, Germany and other countries in the medical environment, corporate governance structure is found consensus on all countries. The modern health care system of China is grew out of a low level of universal health care system. Since the 1990s, China conducted several rounds of health care reform, But these are not system. It can't address the masses "difficult and expensive" problem. Because some problems of medical system still exists. Such as, bull management, unfair competition in the industry chain from top to bottom. the bad public image of hospitals and few people want to study medicine.2009, In accordance with national policy, the implementation of performance pay reform in the hospital. there are many theories of performance management In the academic field, but the implementation is far behind the theory-building.TL hospital once belonged to state-owned enterprises, is now a public hospital. In 2008, TL hospital as a pilot implementation of health care reform corporate governance structure, but the absence of policy support, the reform fails. TL hospital existing performance management is based on full-cost accounting and Management by Objectives. Therefore, there are some defects, such as management staff lack of energy, too much emphasis on economic indicators, neglected sector differences, lack of incentives to work, new technologies and the growth of talent lack of support.On the basis of the research, the performance management system is optimized. According to the social-psychological-medical health model, the author build a new performance management system for Non-income sector. First, the measured pressure index for each department, Secondly, access to work score of each department, Finally, comprehensive evaluation. For income sector performance management system, we have changed the design idea. The method we use to measure the workload instead of full cost accounting. More use of management by objectives. Depending on the workload, the distribution ratio is gradually increased. To arouse the attention of the department, more use of key performance indicators. To test the new performance management approach, we chose respiratory medicine, thoracic surgery and CT/MRI Division. We describe 10 different special departments in the performance management system. Finally, we developed an implementation plan and scheme.