摘要
近年来，伴随着我国全面建设小康社会成效显著，广大人民群众都希望保持
良好的身心状态，我国的医疗事业也因此得到蓬勃发展。为进一步提高医疗服务
质量，加快构建医院现代化管理制度，助推国家加快落实分级诊疗等制度，现行
以医院行政管理人员薪酬与医院经济效益直接挂钩的绩效考核模式已不再适合
于我国医疗事业的发展。由此导致的公立医院行政管理人员薪酬分配不公、不均
衡现象日益突出，也引发过度医疗、医患矛盾加剧、医务人员流失及学科发展迟
缓等一系列问题。为解决上述问题，亟需对我国公共医疗事业的绩效考核体系进
行改革。
平衡计分卡(BSC，Balanced Score Card)，作为比较常见的绩效考核方式之
一，从财务、客户、内部运营、学习与成长四个角度，将组织的战略落实为可操
作的衡量指标和目标值的一种新型绩效管理体系。通过设立指标体系，以客观的
方法来计算医院行政管理人员的劳务费用。本文选取 R医院行政管理科室为试
点，通过基于平衡计分卡理论对R医院行政管理人员现有绩效考核体系进行分析
研究，提出新的绩效考核体系。首先，确定基层访谈与问卷调查样本及内容，通
过访谈法与问卷调查法了解 R医院行政管理人员现行绩效考核体系现状及存在
的缺陷；根据平衡计分卡理论结合实际情况，具体由每个职能部门抽调对部门工
作熟悉并且有经验的相关人员组成专家组，对科室涉及的每一项职能工作按劳动
付出、技术投入、承担压力等方面进行评判，形成相应的绩效考核体系。通过汇
总分析新旧考核体系相关调查数据，结合满意度调查结构综合分析得出，基于平
衡计分卡理论的绩效考核体系能够打破医院行政管理人员薪酬与医疗收入挂钩
的困境，更好地体现劳动价值，平稳科室内部、科室之间的收入差距，提高行政
管理科室及人员的满意度，促进公立医院快速均衡发展。
关键词：平衡计分卡；绩效考核体系；公立医院
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Abstract
In recent years, with the remarkable achievements of China's comprehensive
construction of a well-off society, the majority of the people hope to maintain a good
physical and mental state, so China's medical cause has been booming. In order to
further improve the quality of medical services, accelerate the construction of modern
hospital management system, and promote the national implementation of hierarchical
diagnosis and treatment system, the current performance appraisal model that directly
links medical staff salary with hospital economic benefits is no longer suitable for the
development of China's medical industry. As a result, the unfair and unbalanced salary
distribution of medical workers has become increasingly prominent, and a series of
problems such as excessive medical treatment, the aggravation of doctor-patient
contradiction, the loss of medical staff and the slow development of the discipline have
also been caused. In order to solve the above problems, it is urgent to reform the
performance appraisal system of public medical service in China.
BSC (Balanced Score Card), as one of the more common performance appraisal
methods, is a new performance management system that implements the organizational
strategy into operational measurement indicators and target values from four
perspectives: finance, customer, internal operation, learning and growth. By setting up
an index system, the labor cost of hospital administrative staff can be calculated
objectively. This paper selects the administrative department of R hospital as the pilot,
analyzes and studies the existing performance appraisal system of administrative staff
of R hospital based on the balanced scorecard theory, and proposes a new performance
appraisal system. Firstly, the sample and content of grass-roots interview and
questionnaire survey are determined, and the current situation and defects of the current
performance appraisal system for administrative staff of R Hospital are understood
through interview and questionnaire survey.According to the balanced scorecard theory
and the actual situation, the expert group is composed of the relevant personnel familiar
with and experienced in the work of each functional department. The expert group
evaluates each functional work involved in the department according to the aspects of
labor effort, technical input and pressure bearing, and forms the corresponding
performance appraisal system. Through summary analysis of the old and new
evaluation system related survey data, combined with satisfaction survey structure
comprehensive analysis, the performance evaluation system based on the theory of the
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balanced scorecard to break the hospital administrators pay pegged to the medical
income, better manifest the value of labor, income gap between internal department,
the department, administrative department and improve staff's satisfaction, We will
promote the rapid and balanced development of public hospitals.
Key words: balanced scorecard;performance appraisal system;public hospital
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