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As an important part of deepening the reform of the medical and health system in China, building a fair and reasonable performance evaluation system is an important guarantee for the healthy development of public hospitals in the new era, which is of great significance in enhancing the enthusiasm of medical staff, improving the quality of medical services and the efficiency of hospital management. In 2017, the General Office of the State Council of China issued Guidelines on Establishing a Modern Hospital Management System, proposing to “establish and improve the internal performance appraisal system of public hospitals, by focusing on the direction of running the hospital, social benefits, medical service, economic management, talent training, sustainable development, etc., and emphasizing the performance of post responsibilities, workload, service quality, behavioral norms, medical quality and safety, control of medical expenses, medical ethics, and patient satisfaction”. A detailed evaluation of an industry's individual parts, both real and conceptual, including personnel, properties, and procedures, is known as an internal analysis. Internal analysis aids firm judgement in precisely identifying the location for expansion or adjustment in order to develop a feasible strategic plan or financial model. Supervisors can use assessment to honor workers who excelled throughout the reviewed year. Acknowledging workers' accomplishments boosts their happiness, and happy people are more efficient. In 2018, the Notice on Pilot Establishment and Improvement of Modern Hospital Management System issued by six ministries and commissions, such as the National Health Commission of the People's Republic of China, clearly defined the key tasks of reform and development of pilot hospitals, and proposed that “the method of performance distribution within hospitals should be formulated scientifically, and various distribution methods such as annual salary system, agreement salary system and project salary system should be explored.” For every individual, productivity averages are created that depict the records of results attained for every chosen profession over a stated amount of time. Management Problem Solving, Strategic Planning, Feedback Loop, Break-Even Analysis, Management by Objectives, Time Series Analysis, Quality Circle, Value Analysis, Statistical Quality Control, Forecasting, Operations Research, and other strategies are accessible for excellent medical administration.
The traditional performance evaluation system of public hospitals in China originated from the stage of transition from planned economy to market economy, with many outstanding problems such as high proportion of economic indicators, incomplete feedback mechanism and backward evaluation methods, so it is urgent to promote the innovative development of performance management of public hospitals in China through systematic and scientific research. At present, many scholars have carried out relevant research on the hospital employee performance evaluation and achieved phased research results. For example, Yin (2015), Luo (2017), Zhong (2018), Bao (2019) and other scholars optimized the hospital performance evaluation system in different degrees by sorting out the performance evaluation problems of public hospital personnel from different angles. (Yang et al. 2016), (Xie 2017), (Deng & Liu 2017), (Shi 2019), & (Wang et al. 2019) and other scholars further explored the performance evaluation system, and made some innovations in the performance evaluation methods. With the deepening of theoretical research and social practice, hospital employee performance management has developed into a mature knowledge system. Therefore, systematic review of the research results in this field is conducive to fully understand its research history, grasp the research hotspots and frontier issues, which is of great significance to theoretical innovation in the field of hospital employee performance evaluation.