This article explores the establishment of a dynamic performance compensation distribution system that conforms to the medical reform policy under the new normal of medical and health development through the analysis and research on the performance compensation management system reform at a second-level public hospital in Guangdong Province. In response to the existing problems, the following adjustments are made: rationally widening the group gap, and leaning toward the first-line clinical and key positions; clearing job division and responsibility system; guiding department heads to pay attention to the department's overall development; reducing the department's cost burden and clarifying the incentive orientation; establishing stable budget management that is conducive to cost saving; establishing a workload and quality-oriented distribution system at each department; that special clinical departments should establish a service-oriented incentive mechanism; establishing a control mechanism to reduce the proportional cost of drugs and materials; and establishing a performance-based comprehensive performance and quality assessment system. Since the adjustment was made, the staff's motivation has been enhanced considerably, the overall number of patients served has increased, the income-expenditure balance rate has been improved, and the operation and management have entered a virtuous circle.

Hospital management; Hospital performance reform; Workload-oriented