Discussion on the management of hospital performance appraisal plan
Introduction: Hospital performance management and incentive system is an important part of hospital management. Effective performance management and incentive system can guide all aspects of the hospital. Departments and employees continually improve their behavior. The following is a discussion about hospital performance appraisal program management that I bring to you. I hope it will be helpful to everyone.
The construction and operation of hospital performance management and incentive systems are important steps for hospitals to achieve their strategic goals. A hospital's performance management and incentive system also reflects its specific management ideas and management culture, and is an important part of building the hospital's core competitiveness. Therefore, the study of hospital performance management and incentive systems is an important content that every hospital manager must face and think about.
1 Performance Management
Performance management refers to the management process of planning, evaluating and improving the behavior and results of employees, teams or departments. In fact, it transcends and covers the concept of performance evaluation in the traditional sense. Performance evaluation is only an important part of performance management. Performance evaluation will form the entire hospital performance management together with the setting of performance goals, performance coaching, performance feedback and application. process. Traditional performance evaluation methods are sometimes subjective, impression-based and arbitrary, making it difficult to comprehensively and objectively evaluate employees' behaviors and results. Among them, it is more affected by human factors, and this kind of evaluation is a conclusion after the fact. The feedback is often not timely enough, making it difficult to guide employees to adjust and improve their behaviors in a timely manner. Performance management is a management idea that improves employee performance and develops team and individual potential so that the organization can continue to succeed. It is an integrated management method with strategic significance. Through performance management, we can help organizations achieve the sustainable development of their performance and promote the formation of a performance-oriented organizational culture.
1.1 The concept of performance
Generally speaking, performance refers to the results achieved by work. Such results should refer to those that are consistent with the strategic goals of the organization. In the pursuit of this In the process of achieving results, the rationality of the process should be emphasized, otherwise it may mislead employees to pursue results "by any means necessary". We should pay attention to whether the behavioral process of pursuing results is reasonable, and we should also objectively evaluate other factors that may affect the results. Only in this way will it be possible for us to objectively evaluate performance when conducting performance management and pay attention to eliminating the interference of other factors in order to achieve the purpose of improving performance.
1.2 Steps of performance management
Performance management is to fully mobilize and improve the abilities of each employee through a series of management activities, thereby achieving the purpose of improving the performance of the entire organization.
1.2.1 Performance planning
Performance planning, also called performance plan, is a work process in which hospital managers, departments and employees jointly design and formulate performance plans. Performance planning is not only setting goals, but also includes formulating a corresponding action plan and a coaching process for employees to achieve performance. The purpose is to make every department and every employee know the goals they are pursuing and know "what to do and how to do it."
1.2.1.1 Principles of planning
In the process of performance planning, we should pay attention to the following principles:
①Principle of coordination between personal goals and organizational team goals: It emphasizes the principle of coordination between personal goals and organizational and team goals, which means that individuals must clearly understand the goals of the organization and team, and actively cooperate and obey the goals of the organization and team. Managers cannot adopt a crude top-down rigid method of pressing tasks and targets, but should adopt an open and democratic communication method to allow employees to participate in the process of setting organizational and team goals, turning imposition into active participation. In addition, since personal goals include both work goals and development goals, organizations and teams have the responsibility and obligation to respect and encourage individuals to achieve development goals that are consistent with the development of the entire organization.
When setting personal performance goals, we must avoid disconnection between individual performance and department performance, and department performance and hospital development strategy. Otherwise, there will be a situation where individual and department performance are very good, but hospital performance is not ideal.
②SMRT goal principle: Special: That is, the work goals are specially formulated and defined. We should adopt different work goals for different positions, different units and individuals. Measurable: That is, the work goals are measurable and evaluable. Without measurement, there is no management. We must strive to make each goal as measurable as possible. If there are objective indicators, try to find quantitative indicators. If there are no objective indicators, we can also collect relevant indicators. indicators and indirect indicators to measure.
Realistic: That is, work goals are achievable but challenging. Many studies have proven that employees’ enthusiasm can stimulate employees’ potential and achieve higher performance levels. When conducting performance planning, goals that are too low cannot stimulate the potential of employees, and indicators that are too high and cannot be achieved will eventually bring frustration to employees, so they should be set at a level that can be achieved through hard work. Timed: That is, the work goal is time-limited. Time-limiting emphasizes the process of regular and continuous summary and improvement. A goal without time limit is meaningless.
③ Principle of rationality of performance evaluation standards: At present, more and more hospitals have abandoned the completely subjective evaluation method, but there are still some hospitals that adopt the "De-Neng Diligent Performance Evaluation Method". This kind of evaluation The main shortcomings of this method are that it is not very targeted, has no clear indicators, and has no focus. It cannot truly reflect employee performance. Often, "good people" and "mediocre people" get higher scores. Therefore, hospital performance appraisal is also developing in the direction of "quantitative assessment and target assessment". It uses pre-committed standards to assess the actual performance of employees. This standard is also specific, objective and quantifiable.
Measuring whether a performance goal is reasonable depends on whether the guiding role of these goals is consistent with the organization's strategic mission and sustainable development goals. It is unrealistic to list all factors as the goals of observation and evaluation, but by setting, sampling, calculating, and analyzing the key parameters of the input and output ends of a certain process within the organization, it is also possible to form target-based quantitative management indicators. It is to decompose the hospital's strategic goals into operational goals. This is also the theoretical basis and origin of the key performance indicator (KPI-Key Process Indication) evaluation method. KPI can enable the department to clarify the main goal of efforts, and based on this, the individual performance goals of employees can be clarified. The biggest role of performance planning is to transform strategic goals into measurable indicators, and then decompose them layer by layer to implement these indicators. Finally, all behaviors, tasks, and performance of the hospital from bottom to top support the hospital strategy and ensure that the strategy is consistent organic link with performance.
In 1992, American Robert S. Kaplan (Robert S. Kaplan) and David P. Norton (David P. Norton) proposed the "Balance Plan" in the "Harvard Business Review" Scorecard performance evaluation method". They proposed to measure performance from four aspects including finance, customers, internal business processes, and learning and development. With the mature application of this method, the balanced scorecard has gradually transformed from a performance measurement tool into a strategy implementation tool.
A hospital is an institution that produces medical service products. Its business purpose is to continuously meet the public’s demand for medical and health services. Its management purpose is to reduce costs, improve efficiency, and provide high-quality services to patients.
Hospital performance and performance evaluation can also set standards based on team and individual indicators in the four aspects of finance, customers, business processes, and learning. In terms of finance, the focus should be on cost control, especially on the financial profits of non-profit hospitals. It is not entirely the goal pursued by the hospital, and the impact of employees themselves on profits is only focused on saving expenses and reducing waste. For cost control, we must gradually explore comparable benchmark parameters and encourage employees to save costs and reduce waste as much as possible; In terms of customers, we should focus on evaluating customer satisfaction and business volume; in terms of service processes, we should emphasize and encourage the two aspects of service efficiency and service quality; in terms of learning and cost, we should focus on evaluating the skill improvement and innovation capabilities of hospital employees. indicators such as scientific research level.
The indicators in the above aspects are themselves related to each other by cause and effect. Based on this balanced development, the performance evaluation method that takes into account both behavior and results is also a manifestation of the management idea of ??comprehensive, balanced and sustainable development. . All departments and individuals within the hospital can be identified as an internal customer relationship based on positioning and service relationships. The content of performance planning must be based on the customer's perspective to assess the effectiveness of the service, and ultimately must be subordinate to external service objects. Evaluate the effectiveness of services from the perspective of (mainly patients). We can design performance goals based on the quantity, quality, response time and cost of services, but ultimately we have to design performance indicators based on the overall organizational goal of patient satisfaction with services and implement them to specific employees.
1.2 Specific planning content
The specific content of the performance plan should be as specific and clear as possible. First, the strategic thinking and strategic purpose of the entire organization must be clear. Second, the tasks and goals of each department and team must also be clear. Ultimately, these must be reflected in employee and team performance planning. The content of employee performance planning includes: work purpose, goals recognized by employees, development goals and measurement indicators, and includes the abilities that employees should have and the correct behaviors and precautions that should be taken to achieve these goals. The planning process should be an interactive communication process involving all relevant personnel, and allow employees to accept and recognize the plan in their hearts and know how to implement it correctly. Otherwise, it will be a failed planning behavior that has no motivational basis.
2 Performance evaluation
On the basis of scientific and reasonable performance planning, using existing clear evaluation indicators to evaluate the performance of employees and departments is the entire performance management work The key content of the evaluation is that the hospital can timely understand the working status of employees and departments, and employees can understand their own work deficiencies and the direction of their efforts. Performance evaluation can generally take the form of monthly, quarterly, and half-year evaluations according to the needs of the specific situation. Evaluation and annual evaluation methods, the frequency of evaluation is mainly based on the principle that the hospital and employees can understand the progress of the situation in a timely manner and obtain effective feedback. In theory, the more timely this feedback is, the better. However, in actual work, we must pay attention to the labor cost issues caused by frequent evaluations. Therefore, some simple and objective indicators can be summarized regularly using the chart progress method and employee self-evaluation. From the evaluator's perspective, the following methods are often used by hospitals.
2.1 Evaluation of subordinates by superiors
This type of evaluation is generally relatively simple and effective in strengthening the effectiveness of hierarchical command. However, since the evaluator acts as a supervisor and judge at this time, and the person being evaluated is always the executor, the two are in an unequal position, and it is easy to produce antagonistic emotions and make some overly simple mistakes. For example, managers often over-evaluate a certain performance factor of a subordinate because of a high evaluation of all other performance factors of this person. This is the so-called "halo effect", and may also position all subordinates as The performance is average, the so-called "centering trend" occurs, or the subordinates are not convinced by the superior's evaluation due to personal bias and too loose or too tight indicators. These are all things that should be avoided in actual work. ;