A Thesis Submitted to Southwest University of Science and
Technology for the Degree of Master
（Master of Management）
Research on the Construction and Application of
Performance Evaluation System for M Hospital under
the Background of New Medical Reform
Candidate:Zhu Ning
Supervisor:Guo Sidai
Li Jingping
Dec 2022
II
摘要
摘要
改革开放以来，我国经济和人民生活水平不断提高，传统医疗体制难以适应人民
群众日益增长的健康需求，政府重点工作之一是推进新一轮医疗体制改革。在医改政
策的不断更新和病种支付（DRG）规则的执行中，如何调整和构建适应新医改政策的
绩效评价成为公立医院面临的难点。当前，主要围绕两个方面开展公立医院绩效评价
体系探索研究：一是侧重绩效评价指标体系的构建，二是侧重医院绩效的绩效管理制
度研究现阶段新医改政策与 DRG支付充分融合的绩效评价体系尚未完善。M医院地
处四川盆地腹地毗邻省会成都,是绵阳市一家三级甲等综合公立医院，M医院要在新医
改背景下实现战略发展，就必须适应医改政策和 DRG医保支付体系的巨大变化，提高
医疗效率，降低医疗成本。因此，本研究的目的是总结绩效评价的经验和教训，引入
平衡记分卡的方法构建三级甲等公立医院的绩效评价体系，并将其具体应用于 M三级
甲等公立医院，综合分析各维度指标绩效评价结果，检验绩效评价体系的合理性和实
用性，并根据分析结果提出优化策略。为我国新医改背景下三级甲等公立医院绩效评
价体系的研究和实践提供理论支撑，进一步提升医疗服务质量、医疗安全、医疗服务
效率和公立医院的精细化管理水平。最终，实现三级甲等公立医院在新医改背景下的
战略发展和远景规划。
本研究以现有绩效评价研究成果和理论为基础，以 M公立医院为具体分析案例，
结合新医改政策和医院目前运营情况，对新医改背景下 M医院绩效评价体系存在的问
题进行了重点分析。随后深入了解 M医院的发展规划和战略远景，综合分析绘制 M医
院战略地图，最终运用平衡记分卡工具从 M医院医改的新视角，设计了绩效评价体系。
比较了 2020（原绩效评价体系）与 2021年（本研究构建的绩效评价体系）对 M医院
绩效评价结果，综合分析了平衡计分卡与新医改政策相融合构建的绩效评价体系在公
立医院应用的主要优势，并对其进行进一步的优化。本文构建的绩效评价体系充分考
虑了 M医院运营状况和新医改政策的均衡，在优化战略制定过程中，将医疗成本控制
和绩效评价体系有机融合。根据M医院的总体发展规划和战略目标，确定具体的绩
效指标，通过绩效评价体系的具体应用，提高资源利用效率，实现医院的发展、员工
个人价值的体现和患者利益的相互融合和统一，让患者和医院职工从医院的发展中受
益。通过与M医院已有的绩效评估系统进行对比分析，并通过该研究所建立的绩效
评估系统对绩效评估指标体系的合理性进行验证。本研究综合新医改政策和平衡记分
卡建立的绩效评价体系的优点在于可靠性更强，维度更全面，理念更先进。
关键词：新医改；公立医院；绩效评价；平衡记分卡；
论文类型：应用研究
III
ABSTRACT
ABSTRACT
Since the reform and opening up, China 's economy and people 's living standards have
been continuously improved. The traditional medical system is difficult to adapt to the
growing health needs of the people. One of the government 's key tasks is to promote a new
round of medical system reform. In the continuous updating of medical reform policies and
the implementation of DRG rules, how to adjust and construct performance evaluation
adapted to the new medical reform policies has become a difficult problem for public
hospitals.At present, the exploration and research on the performance evaluation system of
public hospitals are mainly carried out in two aspects : one is to focus on the construction of
the performance evaluation index system, and the other is to focus on the performance
management system of hospital performance. M Hospital is located in the hinterland of the
Sichuan Basin, adjacent to the provincial capital Chengdu. It is a tertiary general public
hospital in Mianyang City. In order to achieve strategic development under the background
of the new medical reform, M Hospital must adapt to the medical reform policy and DRG
medical insurance payment system. Great changes have improved medical efficiency and
reduced medical costs.Therefore, the purpose of this study is to summarize the experience
and lessons of performance evaluation, introduce the balanced scorecard method to construct
the performance evaluation system of tertiary public hospitals, and summarize a set of basic
performance evaluation index system. This paper applies the performance evaluation system
constructed in this paper to M tertiary public hospitals, comprehensively analyzes the
performanceevaluation resultsof eachdimensionindex, teststhe rationalityand
practicability of the performance evaluation system, and proposes optimization strategies
based on the analysis results. It provides theoretical support for the research and practice of
the performance evaluation system of tertiary public hospitals under the background of
China 's new medical reform, and further improves the quality of medical services, medical
safety, medical service efficiency and the fine management level of public hospitals. Finally,
to achieve the strategic development and long-term planning of third-grade public hospitals
under the background of the new medical reform.
Based on the existing performance evaluation research results and theories, this study
takes M public hospital as a specific analysis case, combines the new medical reform policy
and the current operation of the hospital, the problems of M hospital at present were
analyzed emphatically M hospital under the background of the new medical reform. Then
in-depth understanding of the development of M hospital planning and strategic vision,
comprehensive analysis of M hospital strategic map, the final use of the Balanced Scorecard
tool from the new perspective of M hospital medical reform, the design of the performance
evaluation system. The performance evaluation results of M hospital in 2020 ( the original
performance evaluation system ) and 2021 ( the performance evaluation system constructed
in this study ) were compared, and the main advantages of the performance evaluation
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