1. Benefit priority; this is an issue that reflects the relationship between hospital benefits and performance-based salary distribution. If the hospital has low efficiency and has no money to pay performance-based pay, then all performance-based pay management will lose its major prerequisite. Therefore, the efficiency of the hospital and departments is the primary issue in the distribution of performance wages. Only with efficiency can we talk about performance-based salary distribution.

2. The combination of department benefit accounting and medical management indicators. Department benefit accounting is the first priority, but the mere existence of department benefit accounting is far from meeting the requirements of hospital development and the requirements of the objective environment of the medical market. The stable and sustainable operation of the hospital requires us to not only pay attention to immediate benefits, but also pay attention to long-term interests and the assessment of medical management indicators.

3. Reflect fairness; fairness is relative, unfairness is absolute.

Performance pay grade positioning

High level: clinical departments (internal medicine, surgery, gynecology, obstetrics and other departments that directly diagnose and treat patients).

Higher level: Medical technology departments (B-ultrasound, CT, MR, radiology, laboratory and other departments that provide clinical examination results).

Low level: Logistics department (general affairs, infrastructure, canteen, etc.).

Middle level: Medical auxiliary departments (supply room, medical examination room, etc.), administrative departments (hospital office, finance department, etc.).