Research On Optimizing The Performance Management Of ANHUI SL Hospital

Medical and health undertakings as a powerful safeguard people’s health,will"take the patient as the center,improve the quality of medical services" as the ultimate goal of management and operation.Public hospitals,is a large-scale comprehensive medical institution,public interest is the core of the medical service market,so more should follow the principle of public welfare nature and social benefits.Hospital performance management is a fundamental measure and important content of modern hospital management,it is the planning,implementation,improvement and assessment and feedback constitute a system engineering,is to promote the hospital internal management measures to carry out the important means of effective,but also the important basis of hospital core competence.Effective performance management not only embodies the basic principle of distribution according to work,also can guide and arouse the enthusiasm of the hospital competition win-win,so as to improve the operation efficiency and service level of hospital and better reflect the public welfare nature of public hospitals,solve basic medical,ease the difficulty and high cost of the people to see a doctor difficult problem,for the majority of the people’s health services.Therefore,this paper selects the SL hospital as the research object,in-depth study of hospital performance management,which has both theoretical and practical significance.This paper is based on the Key Performance Indicator(KPI)theory;the application of case analysis and normative analysis,the method of combining system combed the performance management,performance calculation and the theory of performance appraisal,management status and analysis.At the provincial level three general hospital in SL,for example,the implementation conditions of performance management strategic objectives,principles and performance management;business process;choice of accounting performance index;structure performance appraisal system for the analysis,draws the following conclusion:one is the leading indicators,the index system is designed to play the role of incentives index.At the same time,should take into account the social and economic benefits.Two is the comprehensive performance management system.Three is to adjust the timeliness of the indicators and the sustainability of the system optimization.Four is the development of multidimensional performance management system.Performance plan around the hospital development target,considering multiple supports different stages of development,from the multi-dimensional design performance plan,mix,gradually raise the overall strength of the hospital,finally realizes the strategic plan of the hospital.This paper is organized as follows:Chapter 1:introduction.Contains:the background and significance of the research:Effective performance management,through the hospital within the different job responsibilities,technical level,the size of the workload and the degree of risk will be limited to the rational allocation of hospital resources.The domestic and foreign research present situation:the performance management is the strategic significance integrated management method.Performance management has been introduced into China’s hospital management system,which has become a new perspective of modern hospital management.Research.content and research framework:Taking the performance management system of SL hospital as the research object,following the framework of problem oriented,problem analysis and problem solving.Research ideas and methods:using the method of literature,observation,experience summary and other key indicators,balanced scorecard theory and coefficient for data analysis.The innovation of the study:The first is the innovative analysis perspective,and the second is the final conclusion:The establishment of three-dimensional performance management system,multi angle selection of performance accounting indicators,the establishment of a unified performance evaluation center,to play the role of performance management incentives.The second chapter:the present situation and problems of performance management in SL hospital.This chapter contains three aspects.The first is the basic information of SL hospital.Secondly,introduces the current situation of hospital performance management:the establishment of specialized agencies of performance management,the performance of the work of the performance plan,performance evaluation and performance evaluation.Finally found the problems of performance management:lack of performance feedback performance;performance accounting indicators improper selection;performance appraisal system structure is too balanced,lack of incentives.The third chapter;SL hospital performance management content and business process analysis.In view of the problems found in the previous chapter,the author analyzes the performance management business process,performance accounting indicators and performance evaluation system structure,and reveals the reasons behind the phenomenon.The fourth chapter:the SL hospital performance management optimization countermeasures.In two parts,according to the reasons given above to put forward the optimization strategy,after the proposed improvement The fifth chapter:the conclusion and prospect.Summarize the full text,put forward the performance program to closely focus on the hospital development goals,timely adjustment of indicators and continuous optimization of performance management systems and prospect.