A医院的绩效改革：精细化管理中的挑战

Hospital A was a 3-A (highest accreditation) public hospital that rated medium-high among all public 3-A hospitals in the city of Guangzhou and in the region. The hospital was determined to enter the top rating tier. Like other public hospitals in China, Hospital A adopted a mainstream growth philosophy of revenue maximization and cost minimization. The government issued a requirement that all public hospitals place their mission of public service above their own development. Therefore, a growth cap was put on public hospitals along with a requirement that they devote more resources to enhancing public service quality and solving intricate medical problems. Hospital A needed to use its limited resources to attract more first-class academic leaders to create medical breakthroughs while also taking into account the interests of current doctors. A new evaluation system was implemented to quantitatively measure individual contributions and provide compensation accordingly. But giving adequate attention to the number of patients treated and quality of care was no easy job. Gaining acceptance of the new system’s incentive mechanism, quantitative testing methods and overall fairness also remained a big challenge.