Research On Physician Performance Management Program Based On Chief Physician Responsibility System

With the advancement of the medical system reform and the personnel system reform,public hospitals,which are the mainstay of reform,have all kinds of contradictions.In order to achieve the target of breaking down the profit-seeking mechanism of public hospitals,implementing the medical service system of the division of labor and the medical treatment of the graded diagnosis and treatment,the behavior patterns of public hospitals have changed accordingly.In particular,due to the reform of medical insurance payment methods and the implement of zero-markup drug policy,public hospitals are no longer having sufficient cash flow as before.Public hospitals are beginning to experience financial constraints,led to slow development of public hospitals.The motivity of development is gradually weakening.At the same time,with the implementation of the number control policy of the staff of public hospital and the gradual implementation of multi-site physician practice,the hospital's human resource management method will undergo major changes.In response to the impact of the medical system reform and personnel system reform on public hospitals,F Hospital adjusted its' progress of medical treatment rules according to medical reform policies and medical insurance regulations,and further strengthened hospital performance management from the perspective of self-construction.From the perspective of institutional design,this paper takes the F hospital's physician performance management program as the research object,and carries out research evaluation on the physician performance management program based on the attending physician responsibility system,so as to find the problems existing in the F hospital's physician performance management program,and propose the countermeasures to improve the physician performance.First of all,it is necessary to avoid the over-authorization of the attending physician,make sure the director is completed authorized.Secondly,we should change the way of salary distribution,make the distribution more transparent and fairer.Thirdly,the existing performance appraisal system isn't closely integrated with the hospital strategy,especially in the aspect of teaching and research.The indicators of those should be strengthened,and the other should be reduced.Fourthly,the superintendents' performance appraisal system led by the F provincial medical administration influences the behavior of state-owned hospital.F hospital's performance management program should change accordingly.Fifthly,the promotion of information and the process of reengineering of F hospital should be enhanced with the requirements of performance improvement.