I 摘要 随着我国社会和经济的发展，人民的生活水平在不断提高，医疗保健成为了广大群 众构建美好生活的重要保障，人们对医疗卫生相关服务的需求越来越多要求也越来越 高。与此同时，我国医疗卫生事业发展不均衡，“看病难、看病贵”、医务人员收入 差异大等问题也日益凸显。近年来，医疗改革的一系列新的措施有效改善了医院乱收 费、收费高等现象，但对公立医院而言，医疗改革仍未能系统性的解决医务人员绩效 激励问题。医务人员工作任务和工作压力不断增大，但薪酬体系却不匹配，导致公立 医院医务人员工作积极性减弱、人才流失严重。针对这一情况，国家相关部门虽然将 绩效管理、考核、分配作为公立医院改革的重点之一，并提出一些要求及指导意见，但 仍未形成成体系的解决方案。与此同时，部分公立医院也把目光投向了绩效管理改革， 希望通过绩效管理体系的优化能够激励员工、留住人才，提升医院的管理水平。 本文以 Y 医院为例对医院绩效管理问题进行研究。首先，对绩效及绩效管理的理 论、绩效管理常用的工具、国内外医院绩效管理的研究状况进行了介绍。其次，应用 文献研究法、问卷调查法、访谈法、案例研究法分析了 Y 医院的现状，查找其存在的 问题，发现 Y 医院存在着考核目标有偏差、绩效指标不合理、沟通反馈不健全、考核 结果应用有缺陷等问题。在对问题成因分析后，发现根源在于医院领导层不够稳定、 绩效主管部门未发挥应有作用、相关部门职能分工不清晰、医院上下对绩效管理认识不 足、绩效管理未形成体系等，Y 医院存在的这些问题对未来的发展造成了严重的阻 碍。最后，针对这些问题对 Y 医院绩效管理体系进行了重建设计并为新绩效管理体系 能够顺利实施提出若干保障措施。 本文希望通过对 Y 医院绩效管理体系中存在问题的查找、成因的分析，重建方案 的设计，能为 Y 医院和同类医院的绩效管理改革提供一些借鉴。 关键词，绩效管理、平衡计分卡、医院绩效、公立医院ABSTRACT III ABSTRACT With the development of China's society and economy, the people's living standards are constantly improving, and medical care has become an important guarantee for the masses to build a better life. People's demand for medical and health-related services is increasing and the requirements are getting higher and higher. At the same time, the development of China's medical and health undertakings is uneven, and the problems of “difficulty in seeing a doctor and expensive medical treatment” and large differences in the income of medical personnel have become increasingly prominent. In recent years, a series of new measures for medical reform have effectively improved the phenomenon of hospital charges and high fees. However, for public hospitals, medical reform has not systematically solved the problem of medical staff performance incentives. Medical staff's work tasks and work pressures continue to increase, but the compensation system does not match, resulting in weakened enthusiasm for medical staff in public hospitals and serious brain drain. In response to this situation, although the relevant departments of the state regard performance management, assessment and distribution as one of the key points of public hospital reform, and put forward some requirements and guidance, but still have not formed a systematic solution. At the same time, some public hospitals have also turned their attention to performance management reform. It is hoped that through the optimization of the performance management system, employees will be encouraged, talents will be retained, and the management level of hospitals will be improved. This article takes Y hospital as an example to study hospital performance management issues. First, the theory of performance and performance management, the tools commonly used in performance management, and the research status of hospital performance management at home and abroad are introduced. Secondly, using the literature research method, questionnaire survey method, interview method and case study method to analyze the current situation of Y hospital to find out its existing problems, and find that Y hospital has deviations in assessment objectives, unreasonable performance indicators, and unsatisfactory communication feedback. The application results of the assessment results are defective. After analyzing the cause of the problem, the root cause is that the hospital leadership is not stable西北大学硕士学位报告 IV enough, the performance competent department has not played itsdue role, the division of work of the relevant departments is not clear, the hospital has insufficient understanding of performance management, and the performance management has not formed a system. These problems have caused serious obstacles to the future development. Finally, the reconstruction of the Yhospital performance management systemwas carried out for these problems and some safeguard measures were proposed for the smooth implementation of the new performance management system. This paper hopes to provide some reference for the performance management reform of Y hospitals and similar hospitals through the search for problems in the performance management system of Y hospital, the analysis of the causes, and the design of reconstruction programs. 【Key Words】: Performance management, Balanced scorecard, Hospital performance, Public hospitals目 录 V 目 录 摘要...................................................................................................................................I ABSTRACT.....................................................................................................................III 第一章 绪论......................................................................................................................1 1.1 选题背景及意义.................................................................................................1 1.1.1 选题背景..................................................................................................1 1.1.2 选题意义..................................................................................................2 1.2 研究思路和方法.................................................................................................2 1.2.1 研究思路..................................................................................................2 1.2.2 研究方法..................................................................................................2 1.3 研究内容与报告框架.........................................................................................3 1.3.1 研究内容..................................................................................................3 1.3.2 报告框架..................................................................................................4 1.4 本文研究主要贡献.............................................................................................5 第二章 绩效管理相关理论及相关研究综述..................................................................7 2.1 绩效与绩效管理的含义.....................................................................................7 2.1.1 绩效的含义..............................................................................................7 2.1.2 绩效管理的含义......................................................................................8 2.2 绩效管理的内容与基本流程.............................................................................9 2.2.1 绩效管理的内容......................................................................................9 2.2.2 绩效管理的基本流程..............................................................................9 2.3 绩效管理常用工具...........................................................................................11 2.3.1 目标管理................................................................................................11 2.3.2 标杆管理................................................................................................12 2.3.3 关键绩效指标........................................................................................12 2.3.4 平衡计分卡............................................................................................13 2.3.5 360 度考评反馈......................................................................................14 2.4