發(fā)布時(shí)間：2018-05-02 22:52

  本文選題：公立醫(yī)院 + 平衡計(jì)分卡�。� 參考：《石河子大學(xué)》2017年碩士論文

【摘要】：我國(guó)醫(yī)療改革實(shí)行之久,但成效甚微。2017年兩會(huì)持續(xù)關(guān)注健康中國(guó),醫(yī)療體制改革相關(guān)問(wèn)題再度成為關(guān)注的焦點(diǎn)。持續(xù)推進(jìn)改革,改善民生,深入實(shí)施改善醫(yī)療服務(wù),加快提升我國(guó)醫(yī)療衛(wèi)生市場(chǎng)綜合服務(wù)水平將是2017年政府工作重點(diǎn)任務(wù)之一。我國(guó)的公立醫(yī)院不僅承載著履行醫(yī)療服務(wù)責(zé)任、社會(huì)功能責(zé)任的重?fù)?dān),還應(yīng)當(dāng)更加注重其作為社會(huì)公益事業(yè)單位對(duì)于百姓應(yīng)承擔(dān)的義務(wù)。然而,我國(guó)的醫(yī)療衛(wèi)生市場(chǎng)受到政府政策的長(zhǎng)期庇護(hù)加上其信息不對(duì)稱的情況,仍然存在著諸多較為棘手的問(wèn)題亟待解決。同時(shí),我國(guó)的醫(yī)療衛(wèi)生體系缺乏較為統(tǒng)一的績(jī)效管理指標(biāo)體系和有效的溝通反饋機(jī)制,缺乏全面系統(tǒng)客觀的指標(biāo)設(shè)置,導(dǎo)致運(yùn)行效率和競(jìng)爭(zhēng)力低下。目前,老百姓“看病難、看病貴”的問(wèn)題依舊嚴(yán)峻,且政府下?lián)艿馁Y金支持不斷縮減,導(dǎo)致我國(guó)的醫(yī)療衛(wèi)生行業(yè)出現(xiàn)了過(guò)度“市場(chǎng)化”的病態(tài)現(xiàn)象。由此造成了當(dāng)前“以藥養(yǎng)醫(yī)”的病態(tài)現(xiàn)象泛濫,給患者帶來(lái)了極大的困擾。并且,從外部環(huán)境的角度而言,隨著時(shí)代的進(jìn)步醫(yī)療行業(yè)的規(guī)模不斷擴(kuò)大,老百姓在就醫(yī)時(shí)面臨的選擇也不斷增多,這難免加劇了各大醫(yī)院之間的競(jìng)爭(zhēng)�；谶@樣的市場(chǎng)環(huán)境,公立醫(yī)院的發(fā)展著面臨愈發(fā)激烈的機(jī)遇和挑戰(zhàn),醫(yī)院內(nèi)部的績(jī)效評(píng)價(jià)工作愈發(fā)重要。從公立醫(yī)院自身而言,傳統(tǒng)的績(jī)效評(píng)價(jià)缺乏遠(yuǎn)瞻性。對(duì)于非財(cái)務(wù)指標(biāo)如患者滿意度等則幾乎沒(méi)有涉及,這有悖于公益性原則。其考核的核心主要是以財(cái)務(wù)指標(biāo)為主。因此,改變已有的管理機(jī)制和運(yùn)行機(jī)制是首要任務(wù)。本文共包括六個(gè)章節(jié),第一章緒論,首先道出了本文的選題背景與意義,然后圍繞該選題對(duì)國(guó)內(nèi)外研究現(xiàn)狀進(jìn)行闡述,接著敘述了研究方法和研究?jī)?nèi)容。第二章理論基礎(chǔ),對(duì)績(jī)效管理理論和平衡計(jì)分卡理論分別進(jìn)行了闡述。第三章A醫(yī)院績(jī)效評(píng)價(jià)現(xiàn)狀及問(wèn)題分析,先是介紹醫(yī)院的概況,然后敘述了A醫(yī)院績(jī)效評(píng)價(jià)的現(xiàn)狀及弊端。第四章基于平衡計(jì)分卡的A公立醫(yī)院績(jī)效評(píng)價(jià)體系的構(gòu)建,先是繪制了A醫(yī)院績(jī)效評(píng)價(jià)體系的戰(zhàn)略地圖,然后是對(duì)A醫(yī)院的績(jī)效評(píng)價(jià)體系指標(biāo)以及指標(biāo)權(quán)重的確定,最后對(duì)A醫(yī)院科室與崗位層面的績(jī)效評(píng)價(jià)指標(biāo)也進(jìn)行了確定。第五章A醫(yī)院績(jī)效評(píng)價(jià)體系實(shí)施的保障,包括溝通保障、戰(zhàn)略保障、信息技術(shù)保障以及資金保障。第六章對(duì)本文作了總結(jié),并指出了論文的不足之處。本文的這項(xiàng)研究并不是最新的,但是我國(guó)公立醫(yī)院的績(jī)效管理中科學(xué)的應(yīng)用平衡計(jì)分卡的并不多。本文在論述中將對(duì)平衡計(jì)分卡的績(jī)效評(píng)價(jià)指標(biāo)體系的設(shè)計(jì)過(guò)程進(jìn)行詳細(xì)闡述,以促進(jìn)醫(yī)院對(duì)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。本文研究的總結(jié)對(duì)同樣背景下的醫(yī)療機(jī)構(gòu)來(lái)說(shuō),對(duì)其改進(jìn)績(jī)效評(píng)價(jià)具有很好的借鑒意義。
[Abstract]:China's health care reform has been under way for a long time, but little has been achieved. In 2017, the two sessions continued to focus on a healthy China, and health care system reform issues have once again become the focus of attention. Continuing to promote reform, improve people's livelihood, deepen the implementation of improving medical services, and accelerate the promotion of comprehensive service level in China's medical and health market will be one of the priorities of the government in 2017. The public hospitals of our country not only bear the burden of fulfilling the responsibility of medical service and social function, but also pay more attention to the obligations of the public welfare institutions to the common people. However, China's medical and health market has been sheltered by government policies for a long time, and its information asymmetry, there are still a lot of thorny problems to be solved. At the same time, the lack of a unified performance management index system and effective communication and feedback mechanism in our medical and health system, and the lack of comprehensive, systematic and objective index setting lead to low operational efficiency and low competitiveness. At present, the common people "difficult to see a doctor, expensive to see a doctor" the problem is still grim, and the government allocates the fund support to reduce unceasingly, causes our country's medical and health profession to appear the excessive "marketization" the sickness phenomenon. As a result, the current "medical care" of the sick phenomenon of flooding, to patients with great trouble. Moreover, from the perspective of external environment, with the development of the medical industry of the times, the scale of the medical industry is expanding, and the choices faced by the common people are increasing, which inevitably intensifies the competition among the major hospitals. Based on this market environment, the development of public hospitals is facing more and more fierce opportunities and challenges. From the public hospital itself, the traditional performance evaluation lacks foresight. For non-financial indicators such as patient satisfaction are hardly involved, which is contrary to the principle of public welfare. The core of its assessment is mainly financial indicators. Therefore, the first task is to change the existing management mechanism and operation mechanism. This paper consists of six chapters, the first chapter is introduction, first, the background and significance of this topic, then around the topic of domestic and foreign research status is described, and then describes the research methods and research content. In the second chapter, the theory of performance management and the theory of balanced scorecard are expounded. The third chapter introduces the status quo and problems of hospital performance evaluation, first introduces the general situation of hospital, and then describes the status quo and disadvantages of A hospital performance evaluation. The fourth chapter is the construction of A public hospital performance evaluation system based on balanced scorecard. Firstly, it draws the strategic map of A hospital performance evaluation system, and then determines the index and index weight of A hospital performance evaluation system. Finally, the performance evaluation index of department and post level in A hospital is also determined. Chapter five is the guarantee of hospital performance evaluation system, including communication guarantee, strategy guarantee, information technology guarantee and fund guarantee. The sixth chapter summarizes this paper and points out the shortcomings of the paper. The research in this paper is not the latest, but the scientific application of balanced scorecard in the performance management of public hospitals in our country is not many. In this paper, the design process of the performance evaluation index system of the balanced Scorecard will be elaborated in detail, in order to promote the realization of the strategic goal of the hospital. The conclusion of this paper has a good reference significance for the medical institutions under the same background to improve their performance evaluation.
【學(xué)位授予單位】：石河子大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：R197.322

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本文編號(hào)：1835824