Research And Optimization On The Performance Management Of Physician Base On Balanced Scorecard In Hospital S

With the deepening and reform of the medical and health system,private hospitals now usher in another round of opportunities for development.As the market economy develops,the medical and health field sees increasingly intensified competition.In this context,management upgrade becomes the development trend for the medical and health field.It is necessary for private hospitals to take these opportunities in the tide of the times and set up a scientific,reasonable and objective performance management system through independent management right.Only in this way can private hospitals cope with the more complex competition environment in the new medical reform.Physician is the core for business operation in a hospital.To some extent,the level of a physician's medical skills and business competence directly affects the development strategies and economic benefits of a hospital.Private hospitals should first think about one question: How to conduct the physician's performance management to optimize the procedures within the hospital,improve physicians' performance competence,enhance patients' satisfaction,improve the hospital's performance level and boost the hospital's competiveness.S Hospital is a private general hospital with Level-II qualifications,which has been implementing the measures for economic auditing system since 2009.Its physicians significantly improved their attitudes towards work and work efficiency when these measures were implemented in the beginning.Correspondingly,S Hospital enjoyed a substantial increase in revenues and more rapid development.On the other hand,these measures forced physicians to pay growing attention to the increase of medical revenues and neglect the social significance of the hospital.Such a phenomenon adversely affected the hospital's word-of-mouth.As a result,the growth in the business revenues of S Hospital slowed down and business revenues started to decrease in 2017.The issues concerning S Hospital's performance management are representative.Hence this paper selected S Hospital as the object of studying private hospitals.Before conducting the study,the author read relevant literature and studied the instruments of performance management.Next,the author analyzed the problems revealed in S Hospital's implementation of performance management.The author then surveyed the status quo of performance management measures implemented by S Hospital and existing problems through the interview with the chairman,managerial staff and employees of S Hospital.According to survey findings,S Hospital overemphasized financial indicators,neglected the improvement of feedback and confused the issues concerning assessment and management.Next,the author compared several instruments of performance management and set up a multi-level system of physician performance management based on the balanced score card,an instrument of performance management.The system consists of the hospital level,the center & department level and the individual physician level.The author followed the operation principle and mid-to-long-term strategic objectives of S Hospital throughout the construction and design process.Next,the author constructed a strategic map for S Hospital based on analyzing its mid-to-long-term development strategies,outlined the key development points and pointed out the accurate positioning of elements closely related to the strategic objectives of S Hospital.Regarding the selection of performance indicators,the author divided and broke down the strategic map of S Hospital,widely consulted physicians,referred to the standards and literature at home and abroad and discussed with chairmen and experts about the operation status of S Hospital.The author eventually determined the performance evaluation indicators from four dimensions,including finance,internal procedure and growth & study.Regarding the assignment of performance indicator weights,the author organized an expert review and determined the weight coefficients of the indicators on the balanced score card at each level through AHP method.This procedure offered support to make S Hospital's performance management system scientific and rational.In the meantime,the author offered specific means and guidance for implementing the link of performance evaluation in the physician performance management system.In addition,the author designed several channels and methods for offering feedback and improving performance results to ensure the problems revealed in the process of performance management implementation can be faithfully solved.Furthermore,the advanced experience and practices of performance management can be combined and arranged into a knowledge system.Lastly,the author discussed about how to ensure the smooth implementation of S Hospital's performance management system to give full play to physicians' initiative,achieve smooth communications and consistent cooperation between managerial staff and physicians and guide the hospital towards its strategic goals.The author put forward four measures: firstly,improve S Hospital's information and management platform based on hardware upgrade;secondly,improve physicians' understanding of performance management,foster unity and have correct understanding;thirdly,set up a bridge of communication through multiple means of communications,including bulletin boards,e-mails,work groups and regular meetings;fourthly,improve the management system and procedures,as well as set up institutional guarantee for consulting advice and solutions.Hopefully,the research findings of this paper will assist S Hospital to conduct physician's performance management,faithfully improve physicians' performances and make contribution to increasing revenues for S Hospital.For another,the paper may provide references and thoughts for the managerial staff of other private hospitals.