Evaluating of the performance of hospital surgical sections

• Main Authors: Chin-wen hsu, 許競文
• Other Authors: Sun-Lon Jen
• Format: Others
• Language: en_US
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/48927105795020150346

碩士 === 義守大學 === 管理研究所碩士班 === 96 === The measurement of hospital performance has been mainly based on the financial guideline. But the final goal of medical care is to ensure people’s healthy. If the hospital using the financial indicator for measurement of hospital performance will result in pursuing the short-term financial profits only and will loss of motive of forever survival and maintaining good performance. For medical institutions view, now it’s very important to bind the strategy and action to measure the hospital performance for précised decision making. Balance score card convert traditional idea of measurement of performance with financial dimension to expand to 4 dimensions including financial, customer, internal business process, learning and growth perspectives. It also provides a logical structural system for binding the goal of organization with the performance measurement concretely. So, we cannot focus on the indicator of financial dimension only. The quality indicators of the non-financial dimensions should not be neglected. This study uses the CCR-AR model of Data Envelopment Analysis method to evaluate the operative performance of the non- financial dimensions of the Balanced Scorecard of each surgical section in a regional teaching hospital. We reviewed the related studies on hospital management to select the key performance indexes of the non-financial dimensions carefully for the output variants. Then, we interviewed domain experts of the hospital and obtained the common weight values of the 3 dimensions by questionnaire. The measurement of performance efficiency of 11 DMUs of the surgical sections of the hospital including NS, GS, CRS, GU, CVS, PS, CS, OBS, ENT, ORTHO and OPH was performed. This study revealed that the dominant factor of performance efficiency is the learning and growth perspective. The most important factor of the customer perspective is “ The ER return rate within 14 days”. “Re- admission rate within 14 days” and “the flow rate of employee” in internal business process perspective and “research programs” and “SCI papers” and “numbers of lecturer” in learning and growth perspective are most important also. The relative less effective DMUs can be promoted by focusing on the learning and growth perspective.