Key issue in human resources for health

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Key issue in human resources for health

  1. 1. Key Issues In Human Resources For Health Dr.Elsheikh Badr July 2006
  2. 2. <ul><li>Why are HRH important? </li></ul><ul><li>Health workforce absorbs 60-80% of recurrent budget </li></ul><ul><li>Health workers are vehicle and object for change </li></ul><ul><li>Health sector is a labour-intensive industry </li></ul><ul><li>Management of HRH is difficult </li></ul>
  3. 3. <ul><li>Yet! There is under-investment in HRH: </li></ul><ul><li>Underestimation of HR dep. </li></ul><ul><li>Dichotomy between health planning and HRH planning </li></ul><ul><li>Health sector reform (HSR) focus on financing/organizational structure </li></ul>
  4. 4. <ul><li>HRH domains: </li></ul><ul><li>HR policy </li></ul><ul><li>HR planning </li></ul><ul><li>HR training </li></ul><ul><li>HR management </li></ul>HRD
  5. 5. HRH framework for analysis:
  6. 6. <ul><li>Key issues: </li></ul><ul><li>HRH database </li></ul><ul><li>Strategic functions </li></ul><ul><li>Coordination </li></ul><ul><li>Management capacity </li></ul>
  7. 7. HR Planning <ul><li>To ensure that there is the right number of personnel with the appropriate skills available in the right place at the right time. </li></ul>
  8. 8. HR Planning <ul><li>Common problems: </li></ul><ul><li>Too few trained and available personnel </li></ul><ul><li>Too many trained and unemployable personnel </li></ul><ul><li>Distributional difficulties </li></ul><ul><li>Inappropriate use of personnel </li></ul><ul><li>Unproductive or demoralized staff </li></ul>
  9. 9. HR Planning <ul><li>Approaches: </li></ul><ul><li>Health care demands approach </li></ul><ul><li>Health needs approach </li></ul><ul><li>Personnel to population ratios approach </li></ul><ul><li>Service targets approach </li></ul>
  10. 10. HR Training <ul><li>Matching between planning and training </li></ul><ul><li>- numbers </li></ul><ul><li>- curriculum </li></ul><ul><li>- skill mix </li></ul><ul><li>- new types of personnel </li></ul><ul><li>Quality and accreditation </li></ul><ul><li>International or local standards?? </li></ul>
  11. 11. HR Management <ul><li>Recruitment </li></ul><ul><li>Deployment </li></ul><ul><li>Retention </li></ul><ul><li>Performance appraisal </li></ul><ul><li>Personnel administration </li></ul>
  12. 12. HR Management: schools of thought <ul><li>Scientific management </li></ul><ul><li>F.W.Taylor in 1880s </li></ul><ul><li>Plan ahead </li></ul><ul><li>Count things and movements </li></ul><ul><li>Allocate tasks and responsibilities </li></ul><ul><li>Limit your span of control </li></ul><ul><li>Review results </li></ul>
  13. 13. Human relations <ul><li>Chester Barnard, 1930s </li></ul><ul><li>Organizations are not machines </li></ul><ul><li>Cooperative communities </li></ul><ul><li>People to be persuaded </li></ul><ul><li>Authority comes from people not from above </li></ul><ul><li>Importance of informal groups </li></ul>
  14. 14. bureaucracy <ul><li>Max Weber, 1940s </li></ul><ul><li>Hierarchy </li></ul><ul><li>Span of control </li></ul><ul><li>Rules and regulations </li></ul><ul><li>Lengthy processes </li></ul>
  15. 15. Technology <ul><li>John Woodward, 1960s </li></ul><ul><li>Technology of work decides type of organization </li></ul><ul><li>A stable environment needs a bureaucratic organization while a fast changing one requires a more flexible enterprise. </li></ul>
  16. 16. systems <ul><li>Organizations as open systems </li></ul><ul><li>Inputs, processes, outputs and outcomes </li></ul><ul><li>In systems thinking everything affect everything else, everything is part of something bigger…. Nothing can stand on its own… </li></ul>
  17. 17. Institutional <ul><li>Based on sociology and anthropology </li></ul><ul><li>Each organization is a unique bit of history….its own goals, environment, and ways of doing things </li></ul><ul><li>Culture is the fashionable word here </li></ul>
  18. 18. Hierarchies and job descriptions <ul><li>Hierarchical organization </li></ul><ul><li>Line management </li></ul><ul><li>Flatter organizations </li></ul><ul><li>Cells </li></ul><ul><li>Informal organization </li></ul><ul><li>Job description </li></ul><ul><li>Job specification </li></ul>

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