【正文】 al (WFPH), is one of the first lot of grade 3 prehensive hospitals certified by Ministry of Health of the People’s Republic of China, which integrates health service, training, research, illness prevention and health care. It simultaneously serves as Wuxi Cancer Hospital and Fourth Hospital Attached to Suzhou University. Meanwhile, this hospital also houses Clinical Cancer amp。 Molecular Biology Research Institute attached to Suzhou University Life Science School, Wuxi Cancer Prevention and Treatment Research Institute, Wuxi Cardiothoracic Surgery Treatment Center and Wuxi Anesthesia Quality Control Center. Powerful in technology and characteristic of special faculty, this hospital focuses on cancer diagnosis and treatment with other faculties developed in balance. There are 1050 beds, of which those used for cancer faculty account for over 50%. The hospital is staffed with 1250 employees, 430 being physicians and 458 being nurses。 138 employees are of senior technician, 34 of them being chief physicians or professors and 94 being associate chief physicians or associate professors. 600,000 patient times e for emergency or as outpatient in a year, of which there are 28,000 discharged patient times. 經(jīng)過(guò)三十年的建設(shè)，我院已成為一所區(qū)域性的腫瘤診治中心。進(jìn)一步提高腫瘤診治水平，完善綜合醫(yī)學(xué)救治能力，滿足廣大病員日益增長(zhǎng)的診治需求，在挽救病人生命與改善病人生活質(zhì)量方面作出不懈地努力，成為名副其實(shí)的蘇南地區(qū)具有影響力的腫瘤中心，是我們大家共同的愿景和重要的任務(wù)。After 30 years’ efforts, this hospital has e to be a cancer diagnosis and treatment center in this region and we hope that we can be worthy of the famous cancer center in South Jiangsu by further improving cancer diagnosis and treatment, perfecting prehensive medical treatment, satisfying patients’ increasing demand for diagnosis and treatment and sparing no efforts to save patients’ life and improve their living quality. 作為一家大型國(guó)有公立醫(yī)院，如何適應(yīng)醫(yī)療體制未變，但運(yùn)行機(jī)制卻發(fā)生改變的形勢(shì)，全面完成醫(yī)管中心下達(dá)的目標(biāo)任務(wù)；如何面對(duì)社會(huì)對(duì)醫(yī)療服務(wù)過(guò)高需求與員工自身素質(zhì)參差不齊的考驗(yàn)；如何在市場(chǎng)經(jīng)濟(jì)的大潮中，面對(duì)醫(yī)療市場(chǎng)開(kāi)放后外資醫(yī)院的競(jìng)相涌入，面對(duì)國(guó)內(nèi)民營(yíng)醫(yī)院的蓬勃發(fā)展，面對(duì)公立醫(yī)院之間的激烈競(jìng)爭(zhēng)，保持旺盛的生命力等等。挑戰(zhàn)是全方位的，壓力也是前所未有的。但挑戰(zhàn)總是與機(jī)遇并存。作為醫(yī)院管理者，不僅要自己明確醫(yī)院發(fā)展方向，更要讓員工明確奮斗目標(biāo)與前進(jìn)航向，尋求一種職工共同參與、自我管理的方式，同舟共濟(jì)，則是所有醫(yī)院管理者所期盼的。How can we, as a largesized stateowned public hospital, adapt to the new situation where the medical system is unchanged but the business operation is changed to plete tasks assigned by HMC? How can we approach the challenges when people have an overdemand for medical services but the employees are irregular in quality? How can we maintain exuberant vitality when foreignfunded hospitals flooded in after the medical market was opened, vigorous development of private hospitals at home and acute petition between public hospitals in the market economy? Although there are allaround and unprecedented challenges, they are acpanied by opportunities. A hospital manager shall not only specify the hospital’s direction, but also lead the staff to specify their own. Of course, all managers look forward to having a method by which the staff are involved together and make self management so that everyone has a clear mind that they are in the same boat. 績(jī)效管理文獻(xiàn)回顧：Review of the literature on performance management:績(jī)效考核是醫(yī)院管理的一個(gè)重要手段和方法，是對(duì)管理目標(biāo)實(shí)現(xiàn)和評(píng)價(jià)的客觀、公正的體現(xiàn)。目標(biāo)管理于20世紀(jì)50年代中期出現(xiàn)，是以泰羅的科學(xué)管理和行為科學(xué)理論為基礎(chǔ)形成的一套管理制度，可以調(diào)動(dòng)人們親自參加工作目標(biāo)制定的積極性。持續(xù)改進(jìn)與提高管理水平需要制訂科學(xué)合理、注重實(shí)績(jī)的考評(píng)體系，才能進(jìn)行全面、客觀、公正、公平的評(píng)價(jià)，這是落實(shí)管理的基點(diǎn)。As an important way to manage hospitals, performance assessment can impartially and objectively embody realization of management by objectives. Born in mid1950s, management by objectives is a set of management systems formed on the basis of the reasonable management and behavior science theory founded by Frederick Winslow Taylor, which is expected to arouse people’s enthusiasm to involve personally in making the objective. In order to continuously renovate and improve management, it is necessary to establish a reasonable assessment system which focuses on actual performance. Only in this way can appraisal be made fully, equally, objectively and impartially. This is the base point to realize such management. 績(jī)效管理已在發(fā)達(dá)國(guó)家，特別是國(guó)際成功企業(yè)中被廣泛采用，美國(guó)及歐洲一些國(guó)家的醫(yī)院，在各個(gè)層次都成功實(shí)施了績(jī)效管理。醫(yī)院在某些方面類似于企業(yè)，醫(yī)院管理、經(jīng)營(yíng)的許多理念，方式均始于企業(yè)或由企業(yè)演化而來(lái)。不同的是企業(yè)講利潤(rùn)最大化，追求的是經(jīng)濟(jì)效益；而醫(yī)院首先講救死扶傷，并只能在追求社會(huì)效益的前提下，講成本核算。醫(yī)院在進(jìn)行績(jī)效評(píng)估與績(jī)效管理時(shí)，應(yīng)采取揚(yáng)棄的態(tài)度，充分借鑒企業(yè)的做法與經(jīng)驗(yàn)，并注重結(jié)合本行業(yè)的實(shí)際，實(shí)事求是地進(jìn)行績(jī)效評(píng)估與績(jī)效管理。如何將更科學(xué)的考核體系和良性競(jìng)爭(zhēng)的動(dòng)態(tài)機(jī)制融入到醫(yī)院評(píng)價(jià)比較之中，科室單元內(nèi)部又如何以科學(xué)公正的績(jī)效指標(biāo)評(píng)價(jià)每位人才的價(jià)值和貢獻(xiàn)，目前缺少一套成熟而又實(shí)用的評(píng)價(jià)體系，這是目前各醫(yī)院管理者迫切需要研究與探討的重要課題。Performance management has been widely used in developed countries, particularly in those world famous enterprises. Hospitals in USA and some European countries also have successfully conducted performance management on various levels. In some aspects, a hospital is much similar to an enterprise and many ideas and methods in hospital management originate or are evolved from enterprise. Differently, enterprises seek for maximal profits and economic benefits。 hospitals, however, basically serve to heal the wounded and rescue the dying and take into account cost accounting only under the premise seeking for social results. A hospital shall handle performance appraisal and management by applying the applicable practice of an enterprise to its own line according to the fact. Right now it still cries out for a mature and practicable assessment system to approach how to roll a more reasonable assessment system and a dynamic mechanism with virtuous petition into hospital appraisal and parison and how to assess each talent’s performance with help of reasonable and impartial performance index in different units of a department. This is the subject calling for an immediate solution offered by hospital managers. 有關(guān)衛(wèi)生組織績(jī)效測(cè)量的研究正在開(kāi)展，績(jī)效測(cè)量標(biāo)準(zhǔn)的研究是鑒于衛(wèi)生保健機(jī)構(gòu)沒(méi)有一個(gè)標(biāo)準(zhǔn)的績(jī)效測(cè)量系統(tǒng)，美國(guó)俄亥俄州大學(xué)的一項(xiàng)研究(1)在回顧有關(guān)醫(yī)療組織績(jī)效文獻(xiàn)的基礎(chǔ)上，提出了衛(wèi)生保健機(jī)構(gòu)績(jī)效測(cè)量的總體框架。該框架中的績(jī)效測(cè)量包括內(nèi)部與外部評(píng)價(jià)兩個(gè)方面，每個(gè)方面都有成本／財(cái)務(wù)績(jī)效及質(zhì)量績(jī)效兩個(gè)評(píng)價(jià)維度。 績(jī)效測(cè)量系統(tǒng)的研究，任何單獨(dú)的財(cái)務(wù)方面或經(jīng)營(yíng)方面的測(cè)量系統(tǒng)都不能使管理者在復(fù)雜競(jìng)爭(zhēng)的市場(chǎng)環(huán)境中成功地對(duì)績(jī)效進(jìn)行管理。因此，人們逐漸開(kāi)始采用多重指標(biāo)來(lái)衡量績(jī)效，其中有些是“硬指標(biāo)”，包括各種經(jīng)濟(jì)和非經(jīng)濟(jì)尺度；有些是“軟指標(biāo)”，包括質(zhì)量、員工態(tài)度及其類似的標(biāo)準(zhǔn)。現(xiàn)有文獻(xiàn)表明對(duì)績(jī)效測(cè)量系統(tǒng)的研究熱點(diǎn)除系統(tǒng)開(kāi)發(fā)及系統(tǒng)所提供信息的利用以外，還有關(guān)于績(jī)效測(cè)量系統(tǒng)對(duì)組織作用及影響的研究和績(jī)效管理模式的研究。在英國(guó)，新的績(jī)效管理模式往往包括非財(cái)務(wù)措施，它代表了一種以戰(zhàn)略為導(dǎo)向的績(jī)效管理趨勢(shì)。在法國(guó)公司，在“Tableau de Bord”績(jī)效管理模式里，將戰(zhàn)略分解為財(cái)務(wù)與非財(cái)務(wù)指標(biāo)，作為流行的一種作法(2)。美國(guó)最近的一項(xiàng)有關(guān)社區(qū)醫(yī)院的研究已涉及到開(kāi)發(fā)一個(gè)戰(zhàn)略操作管理模式（3