ارزیابی عملکرد بیمارستان های خصوصی استان گیلان با رویکردBSC و به روش ANP
محورهای موضوعی : مدیریت صنعتی
1 - دانشگاه پیام نور
کلید واژه: بیمارستان های خصوصی ارزیابی عملکرد کارت امتیازی متوازن فرآیند تحلیل شبکه ای ,
چکیده مقاله :
بيمارستان ها براي توسعه و رقابت ،به نوعي سيستم ارزيابي عملكرد نياز دارند تا كارايي و اثربخشي برنامه ها، فرآيندها و نيروي انساني خودرا بسنجند. اين پژوهش با هدف طراحي الگوي ارزيابي عملكرد براي بيمارستان های خصوصی با استفاده از رویکرد ارزيابي متوازن و روش تحلیل شبکه ای انجام شد.در این تحقیق که از نوع استنباطی و از حیث هدف کاربردی است، جامعه آماری شامل هفت بیمارستان خصوصی استان گیلان و روش نمونه گیری بصورت سرشماری انجام شد. ابتدا لیستی از شاخص های عملکرد با رویکرد کارت امتیازی متوازن تهیه شد و پس از برگزاری جلسات متعدد با خبرگان تحت تکنیک دلفی، 16 شاخص در چهار بُعد کارت امتیازی به عنوان سنجه ای مناسب در ورود به پرسشنامه مقایسات زوجی محرز گردید. سپس توسط نرم افزار سوپر دسیژن، داده هایی که توسط 4 خبره تصمیم گیری بدست آمد، در قالب سه ماتریس موزون، ناموزون و محدود شده محاسبه شد و وزن هر شاخص و منظر با نرخ ناسازگاری کمتر از 0.1 بدست آمد.براساس تحقیق، شاخص های افزایش درآمد l4)) و افزایش رضایت کارکنان (l7) همواره از موثرترین شاخص ها در تمام بیمارستان ها محسوب می شوند و همانطور که انتظار می رفت، افزایش درآمد زایی به جهت عدم وابستگی به بودجه دولتی و همچنین تلاش برای نگهداشت نیروی انسانی که بتواند با کیفیت کاری باعث جذب مشتریان به بیمارستان متبوع گردد، می تواند از جمله اهداف استراتژیک اکثر بیمارستان های خصوصی شود. این تحقیق یک رویکرد ترکیبی(ANP-BSC) را بمنظور بهبود ارزیابی عملکرد بیمارستان های غیردولتی پیشنهاد می کند و می تواند کیفیت تصمیم گیری برای مدیران و یافتن نقاط ضعف عملکردی و در نهایت افزايش رضايت بيماران و جامعه را به دنبال داشته باشد.
Hospitals need performance evaluation systems for the development and competitiveness of the efficiency and effectiveness of programs, processes and human resources. This study aimed to design an evaluation system for private hospitals using the Balanced Scorecard and network analysis method was used.Hospitals in the study of inferential as is practical purpose. The population consisted of seven private hospitals Guilan province. The sampling method was census. First, a list of performance indicators was prepared with Balanced Scorecard approach. After holding several meetings with experts in the Delphi technique, 16 indicators in four dimensions scorecard as appropriate measures at the entrance to the questionnaire paired comparisons were demonstrated. The software Super Decision Software, based on the geometric mean of the data that was obtained Tuesday by four expert decision matrix Unweighted, weghited and limited offers and the share of each of the main indicators and details with regard to the inconsistency rate of less than 0.1 is calculated.According to the findings of the index rising incomes and increased employee satisfaction has always been considered the most effective measures in all hospitals. The increase in revenue due to the lack of dependence on the state budget and either And trying to maintain quality manpower that could be what attracts customers to the hospital air Can be one of the strategic goals of most private hospitals of the province.This research offers a hybrid approach (ANP-BSC) to further enhance performance evaluation for private hospitals. And this can enhance the quality of decision-making for managers and weak points and ultimately increase patient satisfaction and community action to be followed.
1- Valmohammadi Ch, Firouz N, performance evaluation using BSC teqnique(case study), Journal of Industrial Strategic Management, 2010; 7(18):72-87.
2- Rezaei S, Miraki T, Jahanmehr N, Gharibi F. The Estimation of Production Function in Educational Hospitals of KurdistanUniversity of Medical Sciences (2007-2011). Journal of Hospital. 2014 Jun 15;13(1):9-16.
3- Shoghli A, Mohammadi A, The gap between expectations and perceptions about the components of total quality management in hospitals in Zanjan province, 2006;14(54):32-39.
4- Hemati.N.G M, Almaee A, performance evaluation of Gilan Technical and Vocational training centers usuing by BSC approach and AHP methodology, journal of Modiriat farda,2013; 13(39):87-100.
5- Rahimi Gh, Performance evaluation and continuous improvement of the organization, journal of Tadbir, 2006;7(17): 41-44.
6- Kaplan RS, Norton DP. Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Press; 2004.
7- Fazlollahi S, Performance measurement and diagnosis logistics system using the Balanced Scorecard, The Tehran International Conference of management,2008;(3).
8- Stewart AC, Carpenter-Hubin J. The Balanced Scorecard. Planning for higher education. 2001:37-42.
9- Mohaghar A, Mehregan M, Rahmati S.A, A combination of BSC and ANP technique for selecting the best ERP software package in the oil industry, The journal of Information Technology Management,2012;4(10):117-138.
10- Asaadi M, Mirghafouri S.H, Sadeghi arani Z, Khosravanian H, Evaluate the performance of public hospitals in Yazd using model compounds Balanced Scorecard, DEA and Servqual: Journal of Shahid Sadoughi University of Medical Sciencesو2010;18(6), 559-569.
11- Raeisi A.R, Yarmohammadian, M. H., MohammadiBakhsh, R., Gangi, H, Determining the Performance Indicators Based on Iranian Balanced Scorecard Model in Al-Zahra Hospital of Isfahan University of Medical Science,2013;10(4):601-610.
12- Quesado PR, Aibar-Guzmán B, Rodrigues LL. Extrinsic and intrinsic factors in the Balanced Scorecard adoption: An empirical study in Portuguese organizations. European Journal of Management and Business Economics. 2016 May 8;25(2):47-55.
13- Elbanna S, Eid R, Kamel H. Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation. International Journal of Hospitality Management. 2015 Oct 31;51:105-14.
14- Saraiva HI, Alves MC. The use of the Balanced Scorecard in Portugal: Evolution and effects on management changes in Portuguese large companies. Tékhne. 2015 Dec 31;13(2):82-94.
15- Kang JS, Chiang CF, Huangthanapan K, Downing S. Corporate social responsibility and sustainability balanced scorecard: The case study of family-owned hotels. International Journal of Hospitality Management. 2015 Jul 31;48:124-34.
16- El-Hindawy MA, Alamasi AM. Measurement of the Strategic Performance of Hospitality in the Kingdom of Saudi Arabia: a balanced scorecard Approach (BSC). Arab Economic and Business Journal. 2014 Jun 30;9(1):12-26.
17- Lin QL, Liu L, Liu HC, Wang DJ. Integrating hierarchical balanced scorecard with fuzzy linguistic for evaluating operating room performance in hospitals. Expert Systems with Applications. 2013 May 31;40(6):1917-24.
18- Wu, H. Y., Tzeng, G. H., & Chen, Y. H. (2009). A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard. Expert Systems with Applications, 36(6); 10135-10147.
19- Grigoroudis E, Orfanoudaki E, Zopounidis C. Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega. 2012 Jan 31;40(1):104-19.
20- Cleven A, Mettler T, Rohner P, Winter R. Healthcare quality innovation and performance through process orientation: Evidence from general hospitals in Switzerland. Technological Forecasting and Social Change. 2016 Dec 31;113:386-95.
