Against the backdrop of increasingly complex market competition and evolving patient demands in the healthcare industry, the limitations of traditional performance management models in balancing economic efficiency, patient service, and the developmental needs of high-level talent have become increasingly evident. Using Wenzhou Medical University First Affiliated Hospital as a case study, this paper analyzes performance data from 2023 across six categories of positions (including medical, research, nursing, totaling 1089 personnel) to explore the differential impact of an innovation-oriented performance management model on the research enthusiasm of medical talents. Our study finds that the innovation-oriented performance management model, through a synergistic “Capability-Resource-Incentive” mechanism, significantly enhances the transformation of scientific research achievements among highly educated (doctoral degree holders) and high-ranking (full professor/chief physician-level) talents. In fields such as medical and research, leveraging advantages in interdisciplinary collaboration, resource integration, and academic leadership, they lead technological breakthroughs and complex research tasks, confirming the “Matthew Effect” in research management. However, in technically execution-oriented departments like laboratory assistants and nursing, where the nature of work aligns less with innovation goals, research performance did not stratify based on degree or rank, highlighting the limitations of individual incentive models in skill-dependent roles. Based on these findings, the study proposes a dual optimization path: for high-potential departments (e.g., medical, research), strengthen resource allocation bias and academic autonomy; for technically execution-oriented departments, shift towards team collaboration-oriented performance design, stimulating practice-driven innovation through a “research-practice linkage” closed-loop management system. 

Xiao Dong, Zhihui Wang. Research on an Innovation-Oriented Performance Management Model to Stimulate Talent. Academic Journal of Business & Management (2025), Vol. 7, Issue 8: 49-56. https://doi.org/10.25236/AJBM.2025.070807.

[1] Yang J, Ma J, Li L. The relationship between performance appraisal interval and employees' proactive working behavior - analysis based on time-gain effect and time-loss effect. Front Psychol. 2023; 14.

[2] Alolayyan MN, Alyahya MS. Operational flexibility impact on hospital performance through the roles of employee engagement and management capability. BMC Health Serv Res. 2023; 23: 09023-09029.

[3] Reece EA, Nugent O, Wheeler RP, Smith CW, Hough AJ, Winter C. Adapting industry-style business model to academia in a system of performance-based incentive compensation. Acad Med. 2008; 83: 76-84.

[4] Jin S , Pei J , Nian P ,et al.Pay for individual performance and knowledge sharing: A new explanation based on the nonlinear effect[J]. Journal of Business Research, 2025, 189(000). DOI:10.1016/j.jbusres.2024.115161.

[5] Yi L, Hao A, Hu M, Huang P, Yuan H, Xing M. Construction and application of a refined hospital management chain. Cell Biochem Biophys. 2015; 72: 19-22.

[6] Levesque JF, Harris MF, Russell G. Patient-centred access to health care: Conceptualising access at the interface of health systems and populations. Int J Equity Health. 2013; 12: 1475-9276.

[7] Spinnewijn L, Bolte AC, Braat DDM, Scheele F, Aarts JWM. Structurally collecting patient feedback on trainee skills: A pilot study in obstetrics and gynaecology. Patient Educ Couns. 2022; 105: 1276-1282.

[8] Horck S .Interactions between the context of a health-care organisation and failure: the situational impact of failure on organisational learning[J].Leadership in health services, 2024(4):37.

[9] Cluley V, Ziemann A, Feeley C, Olander EK, Shamah S, Stavropoulou C. Mapping the role of patient and public involvement during the different stages of healthcare innovation: A scoping review. Health Expect. 2022; 25: 840-855.

[10] Zheng MH, Sun J, Jiang TY, Ma JJ. Scientific and technological innovation and achievement transformation promote the medical development. Zhonghua Wei Chang Wai Ke Za Zhi. 2020; 23: 541-544.

[11] Wang Y, Zhang J, Feng X, Liang Y, Guan Z, Meng K. The development and validation of the hospital organizational environment scale for medical staff in china. Front Public Health. 2023; 11.

[12] Epstein N, Huber J, Gartmeier M, Berberat PO, Reimer M, Fischer MR. Investigation on the acquisition of scientific competences during medical studies and the medical doctoral thesis. GMS J Med Educ. 2018; 35.

[13] Song Q , Qian Z , Zhang X .Is an academic justice climate effective? The moderation role of sensitivity and perceived organizational support on the impact of academic justice climate on innovation performance: a double-intermediary model of spiritual health system[J].Current Psychology, 2024, 43(22). DOI:10.1007/s12144-024-05814-y.

[14] Greene AK, Szczygiel LA, Thomas JD, Jones RD, Cutter CM, Feldman EL, et al. Leadership experiences and perceptions of mid-career to senior clinician-scientists: A qualitative exploration. Acad Med. 2025; 100: 42-49.

[15] Ahmed S, Abbas AM, Jahan F, Ozben T. Virtual assessment, training, and evaluation of clinical laboratory technologists amidst peak covid-19 pandemic: An observational study. J Med Biochem. 2022; 41: 559-563.

[16] Julnes SG, Myrvang T, Reitan LS, Rønning G, Vatne S. Nurse leaders' experiences of professional responsibility towards developing nursing competence in general wards: A qualitative study. J Nurs Manag. 2022; 30: 2743-2750.