平衡记分卡在医院绩效管理中的应用与效果分析

□ 郭健强 GUO Jian-qiang 姚吕祥 YAO Lv-xiang 李允仪 LI Yun-yi 杜静汶 DU Jing-wen 江鹏飞 JIANG Peng-fei 徐媛媛 XU Yuan-yuan

Objective To evaluate the application and effect of Balanced Scorecard (BSC) in hospital performance management system. Methods Eighty medical staff from January to December in 2017 and eighty from January to December in 2019 in our hospital were included as the subjects. The medical staff in 2017 were taken as the control group, and traditional performance management was implemented. The medical staff in 2019 were taken as the observation group, and the BSC performance management was implemented. The two groups were evaluated for the work quality, learning growth, satisfaction and recognition of the performance appraisal system. Results The satisfaction rates of patients and employees in the observation group were higher than those in the control group (p＜0.05). The rate of grade A medical record,rate of involvement in emergency treatment of critically ill patients, rate of involvement difficult case discussion, rate of ward rounds of thirdlevel doctors and rate of informed consent in the observation group were all higher than those in the control group (p＜0.05). There was no significant difference between the two groups in the rate of scientific research award and the rate of overseas study (p＞0.05). The rate of article acception by core journals in the observation group was higher than that in the control group (p＜0.05). The indicators of cultural construction,remuneration, working atmosphere and system construction in the observation group were better than those in the control group (p＜0.05).Conclusion Applying BSC to hospital performance management system can improve patients' satisfaction, medical staff's work quality, and management efficiency.

绩效考核是医疗机构开展人力资源管理的重要内容，科学合理地选用绩效考核工具，利用绩效考核体系提升医护人员的工作积极性、改进临床服务质量具有重要的现实意义[1-2]。医院以往采取的传统绩效考核体系仅能反映前期的运行情况以及经营成果，较难有效预测医院发展的风险和前景[3-4]。以平衡记分卡为基础的绩效管理体系有助于兼顾、整合医院的经济效益与社会效益，覆盖医院的战略计划的多方面、多层次的运行目标，能够及时有效地发现、处理医院及医务人员工作中存在的问题。同时，以平衡记分卡为基础建立的绩效管理指标具有可评估性、可测量性，有利于实现对医院整体战略方向的科学管控，促进医院可持续发展[5-6]。

材料与方法

1.研究对象。选取2017年1-12月医院实行传统绩效管理期间在本院工作的80名医务人员纳入对照组，2019年1-12月实行基于平衡记分卡绩效管理期间的80名医务人员纳入观察组。入选标准：①全程参与传统绩效管理体系及基于平衡记分卡的绩效管理体系的实施；②知晓本研究目的及内容，并自愿参与本试验。排除标准：①绩效考核信息不完整者；②无法持续参与医院考核者；③配合度不佳者。

2.方法。对照组采取传统绩效管理体系，对医务人员德、勤、技、能等方面进行评估及考核，但考核结果未和奖金关联。观察组采取基于平衡记分卡的绩效管理体系，主要内容包括：