Hospital performance comprehensive management method based on served number

Abstract

The invention discloses a hospital performance comprehensive management method based on the served number. The method comprises the following steps: S101, dividing the internal part of a hospital intoeight cooperative departments including a leader layer, a performance management office, a medical department, a nursing department, a channel management department, a hospital affair department, a medical insurance office and an outpatient office; and S102, classifying the assessment personnel of the hospital into class I assessment personnel and class II assessment personnel. The invention relates to the technical field of hospital performance management. The invention discloses a hospital performance comprehensive management method based on the served number. Detailed specific division iscarried out on departments, management personnel and medical personnel of a hospital; corresponding assessment methods and indexes are formulated, and the patients participate in the whole examinationwork, so that the whole examination work is fair and closely related to each examiner, the working enthusiasm of the actual medical personnel can be aroused, and the dilemma of 'secondary communal pot ' that clinical profit departments take commission, non-profit departments and administrative logistics departments take average awarding is overcome.

Description

technical field [0001] The invention relates to the technical field of hospital performance management, in particular to a method for comprehensive management of hospital performance based on service person times. Background technique [0002] A hospital is a large and complex organization, involving dozens of professional fields and hundreds of different positions, each of which has its own characteristics. With the gradual advancement of medical reform, the performance appraisal system of hospitals is also constantly changing. Performance appraisal is related to the vital interests of hospital administrators and medical staff, and the performance reform of public hospitals is also the focus of the industry in the medical reform. [0003] Many medical institutions are doing performance appraisal, and many performances are in the form of scoring. As long as the results are obtained, there is no process, and there is no promotion from performance appraisal to performance man...

AI Technical Summary

Problems solved by technology

[0003] Many medical institutions are doing performance appraisal, and many performances are in the form of scoring. As long as the results are obtained, there is no process, and there is no promotion from performance appraisal to performance management. The actual performance of medical staff is closely related to goals, plans and work results. There is no goal. Performance appraisal is impossible to talk about, so in view of the shortcomings of existing hospital performance appraisal, a comprehensive management method of hospital performance based on the number of service personnel is proposed, which can achieve internal fairness and break the commission of clinical profit departments, and the average award of non-profit and administrative logistics departments" Dilemma of the "Second Big Pot" and can mobilize the enthusiasm of actual medical staff