A Thesis On Performance Management Of Hainan Public Hospitals Based On BSC

Since China has reformed its medical health system over twenty years, the public hospitals have made remarkable progress in the aspects of expanding the hospital scale, improving medical treatment technology and the conditions of medical apparatus and instruments, optimizing the common people's medical conditions. Besides, the medical treatment standard and service in public hospitals also have been greatly improved. However, with the deepening of the reform, especially the trial implementation of new medical reform in 2009, the deep contradictions of public hospital management mechanism and operation mechanism have been highlighted, such as the issue of inadequate resource utilization rate and inefficient incentive mechanism. A lack of scientific and effective management is a disadvantage of China's public hospitals, especially in the aspect of performance management system guided by the grand strategy, which restricts the further development of public hospitals in a complicated medical environment to a great extent.In order to solve those issues, a set of effective hospital performance management system must be established to make the hospital managers evaluate the whole hospital performance level objectively and provide effective management methods and decision basis, achieving the unification between the hospital development and social harmonious development. As a tool of performance measurement, BSC (Balanced Score Card) has been developed and perfected into a strategy management system, which is applied in strategy planning and performance assessment of enterprises and organizations since it is accumulated and developed for several years. Specially, the proposal of strategy performance in recent years promotes the application of BSC largely. In recent ten years, some hospitals in China have used BSC to conduct hospital performance management, gaining favorable social and economic benefits.Based on the performance assessment of public hospitals in Hainan Province and BSC, this thesis builds a comprehensive evaluation index system reflecting the performance level of a case hospital according to its basic information and management specialty. The Delphi method and AHP (Analytic Hierarchy Process) are used to consult and assign weights of the performance evaluation index of the case hospital. Four criterion layers and 32 measurable indicators are designed in this thesis. According to the result of this investigation and statistics, it shows that the weights of customer's management layer, internal process management layer, learning and innovation layer as well as financial management layer are 0.1756,0.43,0.23 and 0.1634 respectively. Traditionally, NK hospital uses a single financial index as the performance assessment pattern. However, it begins to focus more on clients'medical experience and management, strengthens the training of scientific research and teaching ability and improves medical safety quality and service level, which conforms to the trend of medical reform and the national review requests for third-level grade-A hospitals. On the basis of the basic indicators for performance assessment, this thesis designs a performance management plan to strengthen performance feedback through using continuous methods of quality management and promoting performance management based on BSC. This plan will stimulate the hospital and its staff to take joint efforts, producing important significance for the improvement of management level and comprehensive abilities of the hospital.