Abstract
The experiences of building modern hospital management systems of public hospitals in Beijing, Shanghai and Guangdong were picked up. The study of such experiences of these three places identified three common features as follows. Firstly, performance evaluation served as a breakthrough for incentives and constraints of (leaders of) the public hospitals; secondly, reform of human resources and salary system served as a means to innovate the internal mechanism of public hospitals; thirdly, real-time health data platform served as a pillar to improve and optimize management decision making. Key words: Public hospitals; Modern hospital management system; Public hospital reform; Separation of governance and operation
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