The Research Of The Balanced Scorecard Performance Assessment To The Tie Ling XL (Mental) Hospital Staff

The balanced scorecard is an enhanced long-term strategic planning tools,and its management to develop a strategic and operational level activities combined,and help from the four aspects of the management of strategic areas to do a more comprehensive thinking,this The four aspects including:financial level,customer level,the level of internal business processes and internal learning level.The combination of these aspects can ensure consistent high-level determined in an enterprise business strategy and day-to-day business processes.In1992,the Balanced Scorecard performance management theory as a scientific management theory and methods gradually developed and matured. Balanced Scorecard performance management theory greatly enhance the overall coordination capacity of the hospital,at the same time is also important to improve the level of hospital administrators,hospital human resources management science and rationality.The face of fierce competition in the market environment,the hospital should pay more attention to performance management activities carried out to promote the improvement of the quality of medical services and hospital core competitiveness,make full use of the Balanced Scorecard theory and performance management tools to the actual work of the hospital is very important and necessary.In this paper tightly around hospitals (the Tieling mental hospital),the Balanced Scorecard performance management discussions by drawing on the experience of the relevant hospital performance management,balanced scorecard performance management for the nonprofit hospital practices to a set for the nonprofit hospital performance management framework for system performance management activities,innovation and development of China’s hospital management system,a certain guiding and facilitating role.First the paper describes an overview of the Tieling mental hospital and strategic objectives and positioning,explained the basic overview of the of The Tieling mental hospital.The second part is the introduction of performance appraisal theory.The third part is the design of the balanced scorecard performance assessment indicators of The Tieling mental hospital.The Tieling mental hospital in the design of the assessment indicators include four areas:the hospital accounts operating capacity and development capacity indicators,customer satisfaction and customer profitability indicators,the internal operations of fluency in the internal value chain indicators, employee learning and growth satisfaction and training indicators.The fourth part is the analysis of the main problems and causes in the Tieling mental hospital balanced scorecard performance appraisal.The main problems include four areas:financial lack of measurable indicators,customer satisfaction feedback paid insufficient attention to internal operations, innovation,operations and after-sales convergence of the poor, lack of staff training.Cause analysis from four aspects:financial analysis of hospital performance evaluation, employee performance evaluation design, customer analysis, internal operations,learning and growth analysis.The fifth part is the suggestions on improving the Tieling mental hospital balanced scorecard assessment. Finally, there is a comprehensive analysis on the basis of the conclusions.