Keywords: public hospitals, performance appraisal, management
The new health care reform requires public hospitals to adhere to the premise of "public welfare", the reform of the internal management system, and strengthen the performance appraisal as the core of the performance management, to stimulate the internal discourse force, and to promote the scientific development of public hospitals. In recent years, the major public hospitals performance appraisal have established a relevant assessment system, and gradually tend to scientific, standardized aspects of the development of public hospitals play a positive and effective role in the development of public hospitals, but there are still a lot of noteworthy and can not be ignored, should pay attention to and improve.
1. Problems in the performance appraisal of public hospitals
1.1 Confusing performance appraisal and performance management
Both in concept and practice, people tend to confuse performance appraisal and performance management in public hospitals. Many public hospitals in the operation of performance management, out of context that do the performance appraisal form, quantitative assessment indicators, end of year implementation of the assessment, is to do performance management. This misunderstanding makes many public hospitals in the performance management omitted the extremely important goal-setting, communication management process, so that the level of performance management in public hospitals is also at a low level hovering. In fact, the difference between the two is obvious, performance management is a complete system, while the performance appraisal is a partial part of the management process and means; performance management focuses on information communication and performance improvement, while the performance appraisal focuses on the judgment and evaluation; performance management throughout the whole process of management activities, while the performance appraisal only appears in a specific period.
1.2 Unclear role positioning of managers
At present, some public hospital managers believe that performance management is a matter for the human resources department, which has nothing to do with them, and should be done by the human resources department, and they cannot confirm their roles in performance management, and stay out of the picture in terms of concepts and behaviors. Due to the lack of support and promotion from senior leaders, the implementation of performance management is often difficult, putting the HR department under great pressure. Therefore, it is important to emphasize "full participation" in performance management. If only rely on the human resources department to develop, coordinate and assess, it is difficult to implement the hospital performance management, it is difficult to make the various aspects of the assessment into practice.
1.3 lack of systematic theoretical support and guidance, in practice, there is a certain blindness
Public hospital performance appraisal has a lot of content is difficult to quantify, and the need to quantify and can quantify the content of the study, the researchers are required to have a multidisciplinary knowledge background of statistics, management, economics, probability theory, psychology, law, human resources, etc., the public hospital performance appraisal. It is also constrained by a variety of factors, intricate and complex, difficult to study and slow to produce results. In general, the current field from the basic concepts, the role of the program, the implementation of the principles, the actual operation of the process have not been formed **** knowledge.
1.4 Performance appraisal index system is not sound enough
Currently, there is a lack of uniform laws, regulations and related policies on performance appraisal of public hospitals as the basis for application. In practice, many public hospitals performance management is the main starting point of how to assess the results of the distribution of benefits, in the design of performance management system, often the first consideration is how to solve the problem of good or bad, through the performance appraisal of the income gap, to determine the amount of bonuses issued. The performance appraisal standard of this public hospital is mainly based on quantitative economic indicators, which overemphasizes the importance of economic income and expenditure indicators, while ignoring other indicators such as satisfaction, learning and development indicators. Under the guidance of this index system that focuses only on the growth of economic indicators, the pursuit of economic efficiency has caused problems such as high cost of care and short-term behavior of public hospitals.
2. Countermeasures to improve the performance appraisal management of public hospitals
2.1 Establish cost accounting, performance first business philosophy
Cost accounting is to reduce the operating costs of public hospitals as the goal of the implementation of departmental expenditures limit, consumption apportionment, rewards and penalties and other management methods, and departmental costs of the aggregation and summarization of the cost of the department and the cost of the project and the amount of clear departmental. Cost accounting is the core content and basic conditions of the medical market competition strategy, through strengthening cost accounting, in order to achieve in the same industry with the lowest cost to complete the business activities, so as to maximize social and economic benefits. Practice has shown that, under the conditions of the law of the market economy, public hospitals have become a reality through the "performance" assessment as a new point of growth in efficiency. Therefore, public hospitals in the process of economic operation should standardize cost accounting and management, the full implementation of the performance appraisal system, in order to rationally and effectively utilize the human, financial, material and other health resources.
2.2 Develop a reasonable internal assessment and management mechanism
The goal of performance assessment is an important part of the economic management of public hospitals, performance assessment to establish a set of scientific comprehensive evaluation and target management evaluation system. Comprehensive evaluation includes departmental income balance rate, income per bed day, bed utilization rate, critical patient rescue rate and bed turnover rate and other indicators, the above indicators reflect the economic benefits of clinical work, labor intensity, risk factor and work efficiency. Target management evaluation is the choice of economic income growth rate, patient service satisfaction rate, medical quality, medical ethics and medical style indicators, set a comprehensive evaluation indicators to assess the performance of the department to achieve the purpose of rewarding hard work and punishing laziness.
2.3 Establish a modern information technology platform to ensure the accuracy and objectivity of the assessment data
In the era of rapid development of information, public hospitals to continue to improve the level of management should be established to modernize the information technology platform, the data generated by the various phases of medical activities for the collection, storage, processing, transmission, aggregation of all kinds of information, so as to provide a reliable basis for the performance appraisal. The information will be collected, stored, processed, transmitted, and summarized to generate a variety of information to provide a reliable basis for performance evaluation.
In short, modernized public hospitals are facing fierce competition is the competition of technology, competition for talent, public hospitals only to establish a relatively perfect performance appraisal management system, so that the enthusiasm and creativity of each employee as far as possible to get the most out of it, in order to really play the performance appraisal in the management of public hospitals play an important role in the public hospitals, so that public hospitals into high-quality, high-efficiency, low-consumption, sustainable development of the track. The performance appraisal can really play an important role in the management of public hospitals.
References:
[1]Tang Xiaodong. Discussion on strengthening performance management of public hospitals under the new medical reform. China Hospital Management, 2010, (1): 15-18.
[2]Hu Xiaojun, Qiu Minfen. Practice and thinking of hospital performance appraisal[J]. Health Economics Research, 2007,(06):34-35.