随着社会的进步、科学技术与新型管理模式的发展，以及我国市场经济改革 与医疗卫生体制改革的逐步深入，医疗卫生系统各项工作的内外部环境均发生了 重大变化，诸如体制性、结构性、机制性等各方面的矛盾正日益凸显，医院这一 知识密集区域的激励问题也越来越重要。为更好地应对医院在改革中所面临的一 系列运营问题，人力资源的管理与开发己被逐步提高到医院经营决策层面的高度。 医院能否进一步优化以技术创新者和优秀管理者为核心的人力资本管理激励系统 运行机制，这既是决定其能否生存和提高经营绩效的关键所在，亦是当今知识经 济时代对医院生存和发展的内在要求。 成都 A 医院近年来经历了事业单位向企业单位的性质转变，随着医院工资制 度的改革，现有绩效考核方案已经不能满足医院生存发展及体制改革的需要。在 医院业务科室人员绩效考核方案已经重新设计并付诸实施的情况下，作为院总体 绩效考核方案一部分的职能部门考核却未能与之匹配，这不仅对医院职能科室人 员的工作积极性有严重挫伤，也在很大程度上影响了医院在市场环境下核心竞争 力的提升。 故本文针对以上问题，旨在通过对绩效管理理论的深入探究，结合医院职能 科室的工作特点，设计出一套切合实际且行之有效的职能科室绩效考核方案，更 好的解决其激励问题，从相应制度及配套组织建设的层面上提高其工作效率、提 升其服务质量，使之与业务科室人员的绩效考核相协调，进而符合医院总体战略 目标的规划。 报告基于对主、客观绩效及绩效的合理认定等前沿理论，结合成都 A 医院的 实际情况，以战略为导向，通过对医院战略的逐层分解，采用平衡计分卡（BSC） 方法建立了较为合理的考核指标体系，确定了各项指标的权重。从计划、沟通、 考核、反馈四个环节进行绩效管理，并建立了相应的配套保障实施系统，确保该 绩效方案的切实推行。方案不仅对该院的职能人员有良好的激励作用，而且对同 类型或类似医疗机构的职能科室绩效考核建设均有一定现实意义。 关键词，医院，职能科室，战略，绩效管理ABSTRACT Along with the progress of the society, the development of science and technology and new management model, and also with the in-depth step by step of our country market economy reform and the medical health system reform, some significant changes have taken place in both internal and external environment for all works of the health system, such as contradiction is increasingly highlighted for some aspects of institution, structure and system. The incentive problem for the hospital is becoming more and more important. To cope with the series of operational problems in the hospital reform, the management of human resources and development have been gradually increase to the decision-making level of hospital management. Whether if a hospital can further to optimize the operation mechanism of the human resources management incentive system, with the core for the technology innovators and good managers, which is the key points for both determine the survival and also to improve the business performance, which is also the internal requirement for the inherent requirement of the survival and development of hospital. The A hospital of Chengdu has experienced the change of nature from business unit to enterprise unit in recent years. The existing performance appraisal scheme cannot satisfy the needs of hospital survival with the present hospital wage system reform. Under the re-design and performance for the appraisal scheme of personnel performance for business department, as a part of the hospital overall performance appraisal, department inspection failed to match, not only for hospital staffs work enthusiasm has serious contusion, but also influenced the core competition under the marketing environment for the hospital. Reason in view of the above problem, this paper aims to delve into performance management theory, combining with the working characteristics of the hospital department functions, design a set of practical and effective functional department performance appraisal scheme, better solve the incentive problem, from the corresponding supporting system and the level of the construction of the organization to improve the work efficiency and improve its service quality, to make it in harmony withIII the business department staff performance appraisal, which conforms to the hospital's overall strategic objectives of planning. Based on the subjective and objective performance and reasonable determination of performance for the frontier theory, combined with the actual situation of The A hospital of Chengdu, guided by strategy, decompose step by step for the hospital strategic, this paper adopt BSC (balanced scorecard) method to establish a reasonable appraisal index system, which enables to determine the weights of each index. To manage the performance from planning, communication, evaluation and feedback of four links, and also establish the corresponding supporting guarantee implementation of the system, enabling to enact the performance plan. This solution is not only have the incentive effect for the functional department of the hospital, but also have a realistic significance for the performance appraisal construction of such similar medical institutions. Keywords， hospital, department functions, strategy, performance management目 录 第一章 绪 论 ........................................................ 1 1.1 研究背景与意义............................................... 1 1.2 国内外相关研究概述........................................... 3 1.2.1 国内相关研究 ........................................... 3 1.2.2 国外相关研究 ........................................... 5 1.3 平衡计分卡等激励方法在绩效考核中的运用....................... 6 1.3.1 平衡计分卡方法的内涵 ................................... 6 1.3.2 平衡计分卡在医院绩效考核中的应用 ....................... 9 1.3.3 注意事项 .............................................. 10 1.4 报告的结构安排.............................................. 10 1.5 报告的创新之处.............................................. 11 第二章 成都 A 医院职能科室人员绩效考核现状分析...................... 13 2.1 成都 A 医院基本情况.......................................... 14 2.1.1 组织结构与科室 ........................................ 15 2.1.2 人力资源情况 .......................................... 16 2.1.3 人员异动情况 .......................................... 17 2.2 成都 A 医院绩效考核现状...................................... 19 2.2.1 医院绩效考核 .......................................... 19 2.2.2 业务科室人员绩效考核 .................................. 20 2.2.3 职能科室人员绩效考核 .................................. 21 2.3 存在的主要问题与原因........................................ 21 第三章 成都 A 医院战略分析及考核内容的确定.......................... 13 3.1 成都 A 医院战略分析......................................... 134 3.1.1 医院战略 .............................................. 24 3.1.2 SWOT 分析.............................................. 26 3.2 职能科室人员绩效考核内容的确定.............................. 28V 3.2.1 医院职能科室人员工作特点 .............................. 28 3.2.2 确定战略导向的绩效考核内容 ............................ 28 第四章 绩效考核指标体系的建立...................................... 30 4.1 考核指标体系的内涵与过程.................................... 30 4.1.1 考核指标体系的内涵 .................................... 30 4.1.2 指标体系的建立过程 .................................... 31 4.1.3 容易出现的问题 ........................................ 32 4.2 选取绩效考核指标............................................ 32 4.2.1 核心思想 .............................................. 32 4.2.2 原则和方法 ............................................ 33 4.2.3 确定考核指标 .......................................... 34 4.3 确定绩效考核标准............................................ 36 4.3.1 考核标准 .............................................. 36 4.3.2 制定成都 A 医院绩效考核标准 ............................ 36 4.4 考核指标权重的确定.......................................... 38 4.4.1 权重体系 .............................................. 39 4.4.2 权重标准的制定 ........................................ 39 4.4.3 确定权重 .............................................. 40 4.5 结论........................................................ 42 第五章 成都 A 医院职能科室人员绩效考核办法.....