Abstract: Objective To strengthen and improve the comprehensive and effective performance management system and sustainthe healthy development of blood donation in organizations for the collection, manufacture and distribution of blood and blood products. Methods By means of issuing questionnaires, on-the-spot interviewsand expert consultation, we made a statistical analysis on the changing trend of blood collection volume, the relationshipbetween labor cost and the growth of blood collection, bloodcollectionefficiency per capita, staffing, implementation of performance pay and so on. Results Regular staff accounted for only 56.81% of the total. Professional and technical personnel accounted for 74.06% of the total number of post. 82.35% organizations adoptedperformance pay system. Since 2010, the blood collection volume has entered a platform and blood collection per capita efficiency has declined. There is a lack of unified, perfect and universally applicable performance evaluation system, the formulation of performance indicators is not scientific, performance evaluation methods are rough and so on. Conclusion Due to the imperfection of the system itself and many problems in the organization management, the advantages of performance management in the management of blood banks in China are not fully reflected. We should pay attention to top-level design, improve performance management and performance pay system, gradually increase the proportion of rewarding performance pay, trainperformance managers, and formulate scientific and reasonable performance evaluation indicators.

Key words: Blood services, Blood bank, Performance management