ارزيابي نظام مديريت عملكرد كاركنان بيمارستان اميرالمومنين (ع) سمنان با استفاده از روش كارت امتيازي متوازن در سال 1385

Evaluation of the Performance Management System of the Employees of Amiralmomenin (P.B.U.H) Hospital of Semnan making use of the Balanced Score Card; 2005-2006

Introduction; The performance management unavoidably is required for each social organization, and presently hospitals as social organizations require the establishment of the performance management to preservation of resources to provide health and treatment services. Methods: The present study is aimed to evaluate the performance management system of the Amiralmomenin (P.B.U.H) Hospitalʹs employees of Semnan county during a 3-year period of establishment this system The Balanced Score Card method was used for evaluation of this system, which determines the results achieved through allocating scores in four axles including: customers, interna] processes, financial, and innovation & growth. The ʹcustomersʹ axle determines the objectives such as the patientsʹ satisfaction, reduction of complaints, and increase of motivation in the employees. The ʹinternal processesʹ axle determines objectives such as improving the productivity and quality of the offered services. The ʹfinancialʹ axle determines objectives such as performance-based payment and reduction of expenses; and the Innovation & Growth* axle covens objectives such as increasing the information level ofthe personnel, improving the educational level, and increasing the stability rate of the employees. Findings: In the ʹcustomersʹ axle, with customersʹ satisfaction being equal to 89.6%, complaints equal to 0.29%, and employeesʹ satisfaction equal to 35,3%, the score of the ʹcustomersʹ axle was estimated at 41.5. Related with the ʹinternal processesʹ axle, consideringthe percentage ofdi fferent parameters such as Productivity o€Services(73.55%), and Qualitative Deficiency of the Offered Services (0.57%), obtaining 0.6 negative scores. So that, the total score of the ʹinternal processesʹ axle was equal to 36.4. In the ʹfinancialʹ axle, the performance^based payments allotted 16.6% to it, and so, the score of the ʹfinancialʹ axle was equal to 16.6. In the ʹinnovation and growth1 axle, considering the percentage ofelements such as the Increased Information Level ofthe Personnel (100%), Increased Educational Level of the Personnel (39%), and the Stability Rate ofEmployees (89.4%), the total score of this axle was equal to 89.1. Conclusion: The highest score assigned to the Irmovation&Growth axle; and the other aspects including the customers satisfaction, internal processes, and financial axles occupy the lower positions and scores respectively. Therefore, this system left the lowest success record in related with the ʹfinancial* matter that considering the focus of this system on the performance-based payments. Weakness of the system is more observable in this axle. For the establishment of the system, achieving the participation of the employees and the managers- and not being disappointed due to failures in the initial executive stages through convening- educational-justification sessions, is necessary. As a result, to realization the goals of the Performance Management System, it is necessary to pay more attention to making the bed tor improving the quality of the offered services, establishing performance -based payments, and meeting the satisfaction ofthe customers.