分类号 密级
UDC 编号
专业硕士研究生
学位论文
论文题目：L医养结合养老院运营绩效评价
体系构建
英 文 题 目 ： Construction of Operation
Performance Evaluation System for L
Medical-care Nursing Home
学院泛亚商学院
专业学位类别 工商管理
专业学位领域 绩效管理
研究生姓 名冯力 学 号 2020350070
导 师 姓 名李丽 职 称 副教授
2022 年 12月 1日 独创性声明
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2022 年 12月 1日
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2022 年 12月 1日2022 年 12月 1日 摘要
摘要
“三胎”政策的发布，引发了全社会的广泛关注。这一优化生育政策的背后，
反映了我国人口老龄化程度加深、速度加快的客观事实。随着人口老龄化程度
进一步加深，我国健康养老市场蕴含着巨大机遇。家庭规模的缩小、“四二一”
倒金字塔式的家庭结构导致传统的家庭养老功能不断弱化，社会化、专业化的
养老服务需求日益剧增。传统的养老方式已不能满足老年人，特别是需要治疗、
康复、护理等医疗服务的老年人的需求。医养结合新型养老模式由于能把老年
人的医疗和养老服务有效结合起来，将社会资源进行有效配置，已成为政府重
点推行的养老模式。而医养结合养老院作为医养结合养老模式的重要载体，自
然也成为了新时代下健康养老行业的热点关注对象。
A 市十分重视健康养老行业的发展，作为全国首批国家级“医养结合”试点城
市，尤其重视和支持医养结合服务行业的发展。L 医养结合养老院是由 A 市 B
区政府投资建设、L 医养集团有限公司（以下简称 L 公司）进行运营管理的养老
服务示范性项目。养老院在运营管理的过程中，如何发挥最大管理效用，实现
运营目标，关键的一点就是做好养老院的运营管理绩效评价。本文将 L 医养结
合养老院作为研究对象，综合分析 L 医养结合养老院运营绩效管理工作存在的
问题与原因，在结合养老院管理现状和阅读大量相关文献的基础上，选择引入
平衡记分卡法，从财务、客户、内部流程、学习与成长维度分解养老院战略目
标，依据目标选取适合的评价指标，采用专家访谈与层次分析法为指标权重赋
值，最终形成L 医养结合养老院运营绩效评价体系。同时提出评价体系的实施
保障措施，以期为 L 医养结合养老院推动战略目标落地、完善绩效管理机制、
发挥绩效评价效用提供理论研究参考。
关键词：医养结合养老院；运营绩效评价；平衡记分卡
I Abstract
Abstract
The release of the “three-child” policy has aroused widespread concern in the
whole society. Behind this optimized birth policy which reflects the objective fact
that China’s aging population is growing at an older and faster pace. With the further
increasing of aging population, there are huge opportunities in China’s health aged
care market. The shrinking family size and the “four-two-one” inverted pyramid
family structure have led to the insufficiency of the traditional family aged care
model and the increasing demand for socialized and specialized aged care services.
Traditional aged care is not enough to meet the needs of the aged people, especially
the seniors who need medical services such as treatment, rehabilitation, nursing et
cetera. The new “medical and aged caring” model has been especially promoted by
government because it effectively combines medical services and caring services for
the elderly and appropriately allocate social resources. As an important carrier of the
combined medical services and aged caring model, “medical-care nursing home” has
naturally become a key concern in the health and aged care industry in the new era.
City A attaches great importance to the development of the health and aged care
industry, and as one of the first national pilot cities for “combined medical and aged
caring”, it particularly values and supports the development of combined medical and
aged care industry. L medical-care nursing home is invested by government in
District B of City A. As a demonstration project, L medical-care nursing home is
operated and managed by L medical-care nursing Group Ltd Co. (referred as L Co. in
the following). In the process of operating and managing nursing home, to make full
use of management effectiveness and achieve operating goals, the key point is to
build proper evaluation system for operation and management performance of nursing
home. In this paper, we will take L medical-care nursing home as an example,
analyzing problems and causes in the operation and performance management of L
medical-care nursing home. On the basis of current management situation of nursing
home and a large amount research papers on related topics, we choose to introduce
the balanced scorecard which can explain strategic goals for nursing home from
II Abstract
aspects including finance, customers, internal process, learn and development.
Selecting appropriate evaluation index according to targets, adopting professionals’
interviews and analytic hierarchy process to assign value to the index, then coming up
with operation performance evaluation system for L medical-care nursing home. In
the meantime, a series of measures to ensure the implementation of operation
performance evaluation system will be provided. These will help L medical-care
nursing home by promoting implementation of strategic goals, perfecting
performance management mechanism, providing theoretical research reference for
utilization of performance evaluation effectiveness.
Key Words：medical-care nursing home；operation performance evaluation；
balanced scorecard
III