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An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism

Received: 21 April 2021    Accepted: 8 May 2021    Published: 26 May 2021
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Abstract

The public welfare attributes of public hospitals have been criticized, and the performance management of hospitals has also been questioned. Is our public hospitals "sick"? How to "treat" profit-only "symptoms" so that public hospitals can return to the mission of public welfare? This also starts with performance appraisal. This article analyzes the essence of performance management, deconstructs the system and process of performance management, and discusses the reform of performance management in public hospital management from three aspects: establishing a hospital performance management system, introducing a balanced score card, and formulating a hierarchical organizational performance management system. This enables public hospitals to weaken their profit-seeking motives, highlight the public welfare nature of public hospitals, and meet the requirements of residents' medical services. At the same time, this also preserves the operating efficiency and economic efficiency indicators of public hospitals, organically combines service quality with efficient operation, and maximizes social well-being.

Published in International Journal of Health Economics and Policy (Volume 6, Issue 2)
DOI 10.11648/j.hep.20210602.15
Page(s) 65-71
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Public Hospital, Orientation Mechanism, Performance Management Balanced Scorecard

References
[1] Baidu Encyclopedia. Public Hospital [DB/OL] [2021-03-11]. https://baike.baidu.com/item/%E5%85%AC%E7%AB%8B%E5%8C%BB%E9%99%A2.
[2] Zhou Minghua, Tan Hong, Xiao Kui, He Sichang, Zhao Daren. The connotation and thinking of the performance appraisal of three-level public hospitals [J]. Chinese Hospital Management, 2019, 39 (12): 42-44.
[3] Gao Yuzheng, Yang Rui, Huang Erdan. The implementation path of performance management in public hospitals under the background of Healthy China——Based on the comparison of performance management between Beijing and Shanghai public hospitals [J]. Health Economics Research, 2019, 36 (07): 17-20.
[4] Wei Jincai. Hospital performance management [M]. Beijing: People's Medical Publishing House, 2010: 7.
[5] Chen Yun, Fan Yancun. A review of the performance appraisal policy of public hospitals since the new medical reform [J]. Chinese Health Economics, 2018, 37 (07): 67-70.
[6] Liu Aiping. Strengthening the internal management of hospitals to meet the needs of market economy [J]. Modern Medicine and Health, 2006 (8): 1244-1245.
[7] Wang Hufeng, Shen Hui, Shi Ruoran. A new driven performance management model based on the reform and development goals of public hospitals [J]. Chinese Hospital Management, 2021, 41 (04): 1-5.
[8] Wang Hansong, Huang Jin, Yu Jiali, etc. An Empirical Study on the Reform of Internal Performance Evaluation and Distribution System in Public Hospitals [J]. Chinese Hospital Management, 2020, 40 (11): 10-13.
[9] Li Meng, Dong Siping. The status quo and development direction of performance management in public hospitals in my country [J]. Chinese Medical Management Science, 2014, 4 (02): 10-14.
[10] Fang Pengqian, Min Rui, Zhang Fengfan, etc. Thinking on the construction of a modern hospital management system with Chinese characteristics [J]. Chinese Hospital Management, 2018, 38 (1): 1-4.
[11] Chen Yan, Xu Jun, Wang Chunying, Yang Yilan, Yang Ailing, Lu Ping. The role of performance management committee in nursing performance appraisal reform [J]. Chinese Journal of Nursing, 2015, 50 (02): 205-208.
[12] Fu Yahe, Xu Yulin. Performance Management [M]. 2 Edition. Shanghai: Fudan University Press, 2008.
[13] Nie Yuxin, Lin Pan, Wu Yi, Ding Xiaoqiang. Improving the access rate of clinical pathway [J]. Chinese Health Quality Management, 2014, 21 (04): 2-5.
[14] Wang Xia, Pan Deng, Zhang Yao, Zhu Chuan'an, Tang Jiaji, Yang Yao, Ru Wei, Zeng Duo. The design practice and thinking of hospital performance management system [J]. Chinese Hospital Management, 2020, 40 (11): 73-75.
[15] The Central People’s Government of the People’s Republic of China. Guiding Opinions of the General Office of the State Council on Establishing a Modern Hospital Management System [DB/OL] [2021-03-11]. http://www.gov.cn/zhengce/content/2017-07/ 25/content_5213256.htm.
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  • APA Style

    Xiaoli Yang, Hongpeng Zhang. (2021). An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism. International Journal of Health Economics and Policy, 6(2), 65-71. https://doi.org/10.11648/j.hep.20210602.15

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    ACS Style

    Xiaoli Yang; Hongpeng Zhang. An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism. Int. J. Health Econ. Policy 2021, 6(2), 65-71. doi: 10.11648/j.hep.20210602.15

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    AMA Style

    Xiaoli Yang, Hongpeng Zhang. An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism. Int J Health Econ Policy. 2021;6(2):65-71. doi: 10.11648/j.hep.20210602.15

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  • @article{10.11648/j.hep.20210602.15,
      author = {Xiaoli Yang and Hongpeng Zhang},
      title = {An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism},
      journal = {International Journal of Health Economics and Policy},
      volume = {6},
      number = {2},
      pages = {65-71},
      doi = {10.11648/j.hep.20210602.15},
      url = {https://doi.org/10.11648/j.hep.20210602.15},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.hep.20210602.15},
      abstract = {The public welfare attributes of public hospitals have been criticized, and the performance management of hospitals has also been questioned. Is our public hospitals "sick"? How to "treat" profit-only "symptoms" so that public hospitals can return to the mission of public welfare? This also starts with performance appraisal. This article analyzes the essence of performance management, deconstructs the system and process of performance management, and discusses the reform of performance management in public hospital management from three aspects: establishing a hospital performance management system, introducing a balanced score card, and formulating a hierarchical organizational performance management system. This enables public hospitals to weaken their profit-seeking motives, highlight the public welfare nature of public hospitals, and meet the requirements of residents' medical services. At the same time, this also preserves the operating efficiency and economic efficiency indicators of public hospitals, organically combines service quality with efficient operation, and maximizes social well-being.},
     year = {2021}
    }
    

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  • TY  - JOUR
    T1  - An Analysis of Performance Management Reform in Public Hospitals Based on Orientation Mechanism
    AU  - Xiaoli Yang
    AU  - Hongpeng Zhang
    Y1  - 2021/05/26
    PY  - 2021
    N1  - https://doi.org/10.11648/j.hep.20210602.15
    DO  - 10.11648/j.hep.20210602.15
    T2  - International Journal of Health Economics and Policy
    JF  - International Journal of Health Economics and Policy
    JO  - International Journal of Health Economics and Policy
    SP  - 65
    EP  - 71
    PB  - Science Publishing Group
    SN  - 2578-9309
    UR  - https://doi.org/10.11648/j.hep.20210602.15
    AB  - The public welfare attributes of public hospitals have been criticized, and the performance management of hospitals has also been questioned. Is our public hospitals "sick"? How to "treat" profit-only "symptoms" so that public hospitals can return to the mission of public welfare? This also starts with performance appraisal. This article analyzes the essence of performance management, deconstructs the system and process of performance management, and discusses the reform of performance management in public hospital management from three aspects: establishing a hospital performance management system, introducing a balanced score card, and formulating a hierarchical organizational performance management system. This enables public hospitals to weaken their profit-seeking motives, highlight the public welfare nature of public hospitals, and meet the requirements of residents' medical services. At the same time, this also preserves the operating efficiency and economic efficiency indicators of public hospitals, organically combines service quality with efficient operation, and maximizes social well-being.
    VL  - 6
    IS  - 2
    ER  - 

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Author Information
  • Personnel Department, The First Affiliated Hospital of Jinan University, Guangzhou, China

  • Personnel Department, The First Affiliated Hospital of Jinan University, Guangzhou, China

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