【正文】 之地。 one is to appraise behavior of the appraisal subject is controlled by means of appraisal on the actual performance so as to lead him/her to approach the set objective。Now, public hospitals still serve as public institutions in China and performance assessment in most hospitals still borrow the employee assessment system practiced annually in administrative bodies and public institutions. All employees, despite in what faculty or on what level, have the same assessment standard and the content of “Ethics, Ability, Attendance and Performance” therein to be appraise is very general, which is difficult to reflect the performance of different employees. The assessment is bound to be formalistic and the result of the said assessment is difficult to be connected with actual use of employees and impossible to arouse their enthusiasm. According to Liu Canjun and etc.（13）, annual assessment and term assessment are usually adopted by hospitals in the view of their form, whose result serves as the evaluation on an employee’s performance in a year and the basis for annual bonus or pay, appointment or promotion, etc. in the following year. This kind of assessment is determined according to the properties of hospital ownership in China. As all of Chinese public hospitals are regarded as public institution on a certain administrative level and under the administrative management and annual assessment is an administrative job to be finished as a must required by the upper administrative department, all of the public hospitals adopt this performance appraisal method （14）. In the overall objective responsibility system, there is no particular work necessarily to be finished other than medical tasks done as required to obtain the best economic benefits. And there is no minimum requirement set for such medical tasks. Of course, it is difficult to set a minimum requirement. In the annual assessment, however, which has no specific assessment index, only when employees do not violate the relevant regulation can they meet the corresponding standard up to eligibility, which is likely to cause a mediumbiased trend. For this reason, it is necessary to bring in petition（15）. As mentioned in Reflection of Performance Assessment on Director of Clinical Faculty in a Comprehensive Hospital（16）and Practice amp。在科室綜合目標(biāo)責(zé)任制中，除了按要求完成醫(yī)療任務(wù)，以取得最佳經(jīng)濟(jì)效益外，沒有什么特殊的工作需要完成，而且這種醫(yī)療任務(wù)一般不設(shè)最低要求，也很難設(shè)置最低要求。day outpatient index, bed utilization index, Types C amp。2005年《醫(yī)院管理評(píng)估指南》中將社會(huì)效益、工作效率、經(jīng)濟(jì)運(yùn)行狀況三個(gè)方面作為醫(yī)院績(jī)效評(píng)價(jià)的主要內(nèi)容（12）。Robin S、Turpin利用PAJ模式對(duì)醫(yī)院績(jī)效指標(biāo)設(shè)置合理性進(jìn)行了評(píng)估（4）；全面質(zhì)量管理(TQM)則對(duì)醫(yī)院績(jī)效改進(jìn)進(jìn)行了研究（5）。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發(fā)一個(gè)戰(zhàn)略操作管理模式（3），該模式將遠(yuǎn)期設(shè)備和服務(wù)選擇，中層決策支持以及考慮了結(jié)構(gòu)約束后的社區(qū)醫(yī)院績(jī)效聯(lián)系起來(lái)。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。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)。 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 the Hospital Management Center (HMC) separated from the Bureau of Health is a responsible entity of the government to “run hospitals” and “manage assets”. “Running hospital” calls for providing quality medical products on a municipal level which can meet demand from different walks of life by optimizing arrangement of resources and further improving the quality of health care in pliance with laws, rules and regulations. “Managing assets”, however, calls for maintaining state owned assets and maximizing their benefits. After HMC was established, “entrusting system” reform, characteristic of economic index assessment put into practice years ago, has been furthered into the reform of “target responsibility system set for the office term of the legal representative entrusted to manage medical service and assets operation”. This system focuses on prehensive assessment which is made over the social benefits and business performance and attaches importance to reaching the goal of hospital operations, with a view to exploring a mode of separating ownership and management to realize public welfare and activate hospital. In terms of function, the power over hospital business management, human resources recruit and financial allocation is distributed to lower levels to energize hospital, which serves to undertake faculty construction, talents training, medical services and operations. HMC has issued hundreds of assessment criteria amounting to 1000 marks posed of 17 items covering eight types and six aspects, namely hospital management, hospital information, medical security, medial service, financial practice and medical e