分类号 C93
密级 公开



UDC
编号



靖士辦究被摩像伦式
题目S医院行政人员缋效管理研究——
S離辦驗办么、鈴伊J
学院(所、中心)工商管理与旅游管理学^完
专业名称工商管理硕士( MBA)
研究生姓名李梦冰 学号 1201002073
导师姓名张建民 职称


2012年12月
扉页:
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~lA\》午⑴-
s医院行政人员绩效管理研究
——以S医院医疗保险办公室为例
摘要
随着新医改的进行,医疗市场的幵放程度不断加深,大量优质医疗资源涌入
使医院面临更加激烈的竞争。落后的绩效管理也使得医院与人民群众日益增长的
健康需求的矛盾日益凸显。国家对医务人员分配的政策调整,强调建立基于岗位
绩效考核的薪酬管理体系,通过区分医务人员的绩效水平,并从经济利益层面给
予激励,体现医务人员的工作特点,调动医院人员的积极性和创造性,希望促成
医院整体绩效水平的提升。医院行政人员的绩效水平是医院整体绩效水平的重要
组成部分。医院行政人员作为医院的辅助部门,一般采取简单的行政管理方式,
基本没有建立绩效评价及管理的体系,若长期忽视对行政人员绩效管理,则问题
势必为积少成多,可能成为制约医院发展的瓶颈问题
本文以s医院的医疗保险办公室工作人员的绩效管理为例,通过分析s医院
对行政人员绩效管理办法的现状和特点,发现s医院医疗保险办公室在绩效管理
实现技术上的缺失。介绍平衡计分卡技术及关键绩效指标技术的内容、特点、实
施方法和指标体系设立及评估标准,通过工作分析寻找s医院医疗保险办公室审
核结算岗位和医保窗口岗位与平衡计分卡及关键绩效指标的契合点,力图通过建
立较为完善的平衡计分卡和关键绩效指标考核体系,并设立较为详细的评分标准,
在医院、医保中心、患者、工作人员建立有机的指标联系及考核指标评估标准,
以绩效管理技术的实现,促使s医院的医疗保险办公室工作人员的绩效水平提升,
并对医院内部流程优化产生积极影响
关键词绩效管理,医院行政人员,平衡计分卡,关键绩效指标
THE S HOSPITAL ADMINISTRATIVE STAFF
PERFORMANCE MANAGEMENT RESEARCH,
TAKING THE S HOSPITAL MEDICAL INSURANCE OFFICE
AS AN EXAMPLE
ABSTRACT
With the new medical reform and the deepen medical market opening, a large
number of high quality medical resources flood into the hospital,which makes the
hospital face more intense competition. Lagging performance management also makes
the hospital and the people's growing health needs of the contradictions increasingly
prominent. The state of the medical staff allocation policy adjustment emphasize on the
establishment of performance appraisal based on the position salary management
system, and through the distinguish medical staff performance level,and from the
economic interest levels give incentives, reflect the working characteristics of the
medical staff, mobilize the hospital staff enthusiasm and creativity, hope to contribute
to the whole hospital performance level of ascension. Hospital administrative staff
performance level of the whole hospital is an important part of the performance. As a
hospital auxiliary department Hospital administrative staff general take simple
administration way, which do not establish performance evaluation and management
system, if the hospital neglects of administrative staff performance management in the
long-term, the problem will be for many a little makes a mickle,may be restrict
hospital development bottleneck problem.
This paper makes S hospital medical insurance office staff performance
management as an example, through the analysis of S hospital of administrative staff
performance management measures of the present situation and characteristic, find that
S hospital medical insurance office in performance management to realize the lack of
technology. The paper introduces the content, the characteristics, implementation
method and index system establishment and evaluation standards of the balanced
scorecard technology and key performance indicators technology, through the job
analysis,I want to find the conjunction point between hospital S medical insurance
office audit settlement post,medical insurance window position and balance
II
scorecard,key performance indicators,and tries to establish a perfect balance scorecard,
key performance indicator evaluation system,and the more detailed evaluation criterion,
In hospitals, health center, patients and staff establish organic index contact and
assessment index evaluation standard, according the realization of the performance
management technique, impove S hospital medical insurance office staff performance
level, and make the hospital internal process optimization have a positive impact.
KEY WORDS performance management,hospital administrative staff,the
balanced score card,the key performance indicators