醫院臨床科主管特質與關鍵績效指標表現之相關性研究

Association between Clinical Directors' Characteristics and Key Performance Indicators in a Hospital

由於台灣近年在健康保險制度和社會經濟環境改變甚鉅，醫院組織的目標和策略需要即時性的調整，才能夠在大環境中求生存。醫院組織中各臨床科主任扮演院方與科內主治醫師和其他醫護、行政人員的溝通媒介及橋樑。為提升臨床科主管對於隨時調整的組織目標保持彈性和即時性，依照醫院組織目標設計臨床科主管關鍵績效指標，並與獎金薪資敘獎等績效制度連結等成為重要的管理策略做法。雖然績效管理制度在其他產業推行已久，但國內較少有醫院針對中階主管導入績效考核指標制度。本研究主要目的在探討南部某一醫學中心在2016年8月開始導入關鍵績效指標作為臨床科主管之績效考核工具時，不同的個人特質與臨床科主管KPIs積分表現之相關性。研究結果發現，女性在教學構面表現較男性佳、續任主管在教學及綜合構面表現較新任主管佳、教授職在服務及研究構面表現較非教授職佳。本研究整體結果認為導入臨床科主管KPIs作為其工作績效評核指標，可有效使臨床科主管配合院方政策，另外也對於主管個人特質對於績效表現的影響有更深的了解。未來在醫院領導者面對不同族群的中階主管時，可提供適當的主管教育訓練，進而培育出更多人才。個案醫院的臨床科主管KPIs制度可作為其他醫療機構制定相關制度時的參考。 Given the substantial change of the health insurance system and other social economic environment in Taiwan during recent years, in order to survive, hospitals need to have flexible and timely adjustment capabilities. Directors or chairs of a clinical department in a hospital play important roles to bridge between chief execute officers and subordinates (e.g. physicians, nurses, or administrators). In order to enhance the flexibility of adjustment of organizational objectives and strategies for the clinical directors, it is important to implement key performance indicators (KPIs) systems based on the hospital organization goals and strategies and link with personnel performance reward system in a hospital. Although other industries may have lots of experience regarding the implementation of KPIs in middle managers, few hospitals in Taiwan have implemented KPIs systems for clinical directors. This study aimed to investigate the association between the clinical directors' characteristics and their KPIs performance when the case hospital started to implement KPI system since August 2016 in a medical center in southern Taiwan. Our study findings indicated female directors tended to have better performance in education related indicators; reappointed clinical directors tended to have better performance in education and general related indicators; directors having professorship may have better performance in service and research related indicators. Overall, we concluded that the implementation of KPIs system for clinical directors or chairs did improve those middle managers to adherence and execute hospital policy and strategies efficiently. This study results help to better understand how directors' characteristics affect their performance. Hospitals may provide adequate or custom education or training programs for different types of clinical directors and thus raise more excellent middle managers in the future. The case hospital's experience of the implementation the KPIs system in clinical directors may be a good example for other hospitals.