单位代码 10602
学号2020060107
分类号 F272.92
密级 公开
硕士专业学位论文
G 民营医院临床科室绩效考核方案优化研究
Optimization of performance
appraisal scheme for clinical departments in G Private Hospital
学院 ： 经济管理学院
学 科 名 称 ： 工商管理
研 究 方 向 ： 人力资源管理
年级 ： 2020 级
研 究 生 ： 黄其美
指 导 教 师 ： 阳芳教授
完 成 日 期 ： 2022 年 6 月G 民营医院临床科室绩效考核方案优化研究
专业名称：工商管理
申 请 人：黄其美
指导教师：阳芳
论文答辩委员会
主席：
委员：
G 民营医院临床科室绩效考核方案优化研究
研究生姓名： 黄 其 美导师姓名：阳 芳
学科：工商管理研究方向：人力资源管理 年级：2020 级
摘 要
随着我国经济社会发展水平不断提高，居民的健康意识逐步增强，民众对疾病的
治疗与预防重视程度也不断增加。在人们日益增长的健康需求下，国家相继出台了若
干政策来鼓励和支持民营医院发展。然而，大多数民营医院由于起点比较低、资金投
入不足和人才缺失等问题，导致其绩效水平整体不高，与公立医院相比，竞争力也相
对较弱。同时，随着越来越多的民营资本进入医疗领域，行业竞争也愈演愈烈，内外
压力叠加导致民营医院发展较为艰难。因此，对于民营医院而言，如何提高其绩效水
平并带来竞争力提升是其需要解决的重要问题。本文以G 民营医院（二级民营妇产专
科医院）为例，对其绩效考核方案的实施情况进行了剖析，分析了存在的主要问题及
其原因，最后提出了绩效考核优化方案并就方案的实施效果进行了检验。具体的研究
内容与研究结论如下：
本文首先从工作纪律、医德医风、服务满意度、医疗差错事故、收支结余等要素
对 G 民营医院绩效考核方案的实施情况进行了剖析，发现该方案存在绩效考核和医院
目标未挂钩、绩效考核指标不能支撑人才队伍建设、绩效考核指标和权重设置不合理、
没有充分利用考核结果等问题。接着探讨了 G 民营医院绩效考核方案存在问题的原
因，主要是医院上下缺乏目标管理意识、未重视人才队伍建设、未建立系统科学和全
员参与的绩效考核体系。
在分析 G 民营医院绩效考核方案存在的问题及其原因基础上，本文提出了 G 民营
医院绩效考核的优化方案。优化方案具体包括五个部分：（1）根据医院发展战略目
标，分解和细化绩效考核目标；（2）根据医院的组织框架，建立院科两级的内部绩
效考核层级；（3）根据战略目标，运用平衡计分卡（BSC）与关键指标（KPI）进行
临床科室绩效考核指标设置；（4）运用层次分析法进行指标权重计算；（5）加大绩
效考核结果运用力度。
最后，检验了提出的绩效考核优化方案的实施效果，发现绩效考核优化方案的实
施对医院运行效率、学科发展、医疗质量安全、人才队伍建设等方面均有积极作用，
对医院战略目标的实现明显起到明显的促进作用。绩效考核优化方案符合医院实际情
况和阶段发展特点，能够对医院发展起到更好的促进作用。
关键词：绩效考核；民营医院；临床科室；层次分析法
IOptimization of performanceappraisal scheme for
clinical departments in G Private Hospital
Postgraduate Name: huangqimei Tutor name:yangfang
Subject: Business Administration Research interest:
Human Resource ManagementGrade: 2020
Abstract
With the continuous improvement of China;s economic and social development,
residents; health awareness is gradually enhanced, and people;s attention to the treatment
and prevention of diseases is also increasing. With the increasing health needs of people,
the state has issued several policies to encourage and support the development of private
hospitals. However, most of the private hospitals have low performance as a whole due to
low starting point, insufficient capital investment and lack of talents, and their
competitiveness is relatively weak compared with public hospitals. At the same time, with
more and more private capital entering the medical field, the industry competition is
becoming increasingly fierce, and the combination of internal and external pressures leads
to the difficult development of private hospitals. Therefore, for private hospitals, how to
improve their performance and competitiveness is an important problem to be solved.
Taking G Hospital (secondary private maternity hospital) as an example, this paper
analyzes the implementation of its performance appraisal program, analyzes the main
problems and their causes, and finally puts forward the performance appraisal optimization
program and tests the implementation effect of the program. The specific research contents
and conclusions are as follows:
This paper first analyzed the implementation of G Hospital;s performance appraisal
program from the aspects of work discipline, medical ethics, service satisfaction, medical
errors and accidents, and balance of income and expenditure. It is found that there are
some problems in the scheme, such as unlinking the performance appraisal with the
hospital;s goals, the performance appraisal indexes cannot support the construction of
talent team, the unreasonable setting of performance appraisal indexes and weights, and
not making full use of the appraisal results. Then it discusses the reasons for the problems
in G hospital;s performance appraisal program, which are mainly the lack of awareness of
IImanagement by objectives, the lack of attention to talent team construction, and the failure
to establish a systematic and scientific performance appraisal system with full
participation.
On the basis of analyzing the problems and causes of G hospital;s performance
appraisal program, this paper puts forward the optimization program of G hospital;s
performance appraisal. The optimization plan includes five parts :(1) according to the
hospital;s development strategic objectives, the decomposition and refinement of
performance appraisal objectives; (2) According to the organizational framework of the
hospital, establish the internal performance assessment level of the hospital and
department; (3) According to the strategic objectives, the balanced scorecard (BSC) and
key indicators (KPI) were used to set the performance assessment indicators of clinical
departments; (4) Use analytic hierarchy process to calculate the weight of indicators; (5)
Strengthen the application of performance appraisal results.
Finally, the implementation effect of the proposed performance appraisal optimization
program is tested, and it is found that the implementation of the performance appraisal
optimization program has a positive effect on the hospital;s operational efficiency,
discipline development, medical quality and safety, talent team construction and other
aspects, and obviously plays a significant role in promoting the realization of the hospital;s
strategic goals. The performance appraisal optimization scheme conforms to the actual
situation and stage development characteristics of the hospital and can play a better role in
promoting the development of the hospital.
Keywords: Performance appraisal; Private hospitals; Clinical department; Analytic
hierarchy process
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