Introduction: The performance management unavoidably is required for each social organization, and presently hospitals as social organizations require the establishment of the performance management to preservation of resources to provide health and treatment services.

Methods: The present study is aimed to evaluate the performance management system of the Amiralmomenin (P.B.U.H) Hospital's employees of Semnan county during a 3-year period of establishment this system The Balanced Score Card method was used for evaluation of this system, which determines the results achieved through allocating scores in four axles including: customers, internal processes, financial, and innovation & growth. The 'customers' axle determines the objectives such as the patients' satisfaction, reduction of complaints, and increase of motivation in the employees. The 'internal processes' axle determines objectives such as improving the productivity and quality of the offered services. The 'financial' axle determines objectives such as performance-based payment and reduction of expenses and the 'Innovation & Growth' axle covers objectives such as increasing the information level of the personnel, improving the educational level, and increasing the stability rate of the employees.

Findings:In the 'customers' axle, with customers' satisfaction being equal to 89.6%, complaints equal to 0.29%, and employees' satisfaction equal to 35.3%, the score of the 'customers' axle was estimated at 41.5. Related with the 'internal processes' axle, considering the percentage of different parameters such as Productivity of Services (73.55%), and Qualitative Deficiency of the Offered Services (0.57%), obtaining 0.6 negative scores. So that, the total score of the 'internal processes' axle was equal to 36.4. In the 'financial' axle, the performance-based payments allotted 16.6% to it, and so, the score of the 'financial' axle was equal to 16.6. In the 'innovation and growth' axle, considering the percentage of elements such as the Increased Information Level of the Personnel (100%), Increased Educational Level of the Personnel (39%), and the Stability Rate of Employees (89.4%), the total score of this axle was equal to 89.1.

Conclusion:The highest score assigned to the Innovation&Growth axle and the other aspects including the customers satisfaction, internal processes, and financial axles occupy the lower positions and scores respectively. Therefore, this system left the lowest success record in related with the 'financial' matter that considering the focus of this system on the ô°û 9 / ؛یپ°û 52 / پü‎³ 5831 performance-based payments. Weakness of the system is more observable in this axle. For the establishment of the system, achieving the participation of the employees and the managers- and not being disappointed due to failures in the initial executive stages through convening- educational-justification sessions, is necessary. As a result, to realization the goals of the Performance Management System, it is necessary to pay more attention to making the bed for improving the quality of the offered services, establishing performance -based payments, and meeting the satisfaction of the customers.