1, the priority of benefits; this is to reflect the relationship between hospital benefits and performance pay allocation. If the hospital low efficiency, no money to pay performance pay, then all performance pay management will lose the premise. So the efficiency of the hospital, the efficiency of the department is the primary issue of performance pay allocation. Only with the benefits can we talk about performance pay allocation.
2, departmental benefit accounting and medical management indicators. Section benefit accounting is the first, but only the existence of section benefit accounting, is far from being able to meet the requirements of the development of the hospital, the objective environment of the medical market requirements. The steady and sustainable operation of the hospital requires us to pay attention not only to the immediate benefits, but also to the long-term interests and medical management index assessment.
3, reflecting the fairness ; fairness is relative, unfairness is absolute.
Performance pay grade positioning
Higher level: clinical departments (internal medicine, surgery, gynecology, obstetrics and other departments directly to the patient implementation of diagnosis and treatment).
Higher level: medical technology (ultrasound, CT, MR, radiology, laboratory, etc. to provide clinical results).
Lower level: Logistics (general affairs, infrastructure, cafeteria, etc.).
Middle level: medical auxiliary departments (supply room, medical examination room, etc.), administrative departments (hospital office, finance department, etc.).