scholarly journals Implementing a digital human resources management tool in the government health sector in Bangladesh: a policy content analysis

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Dipika Shankar Bhattacharyya ◽  
Goutam Kumar Dutta ◽  
Iffat Nowrin ◽  
Sohana Shafique ◽  
Md. Zahidul Islam ◽  
...  
Keyword(s):  
Content Analysis ◽  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Health Sector ◽  
Policy Coordination ◽  
Management Tool ◽  
Monitoring Strategy ◽  
Resources Management ◽  
The Government

Abstract Introduction In Bangladesh, to address the challenges of ensuring adequate human resources for health (HRH), the government began implementing a digital tool for HRH management in 2017. However, evidence suggests institutionalizing such tools in low-and-middle-income countries is impeded by policy aspects like implementation strategy and poor regulatory framework. Therefore, we aimed to explore factors in the current policy landscape that might facilitate and challenge the implementation of the tool in Bangladesh. Methods We conducted a review of policies related to ICT implementation and human resources management in the health sector in Bangladesh using qualitative content analysis method. Ten policies have been identified, and extensive reading was done to ascertain common themes and patterns. A document analysis matrix was developed to synthesize and help interpret the findings. Results Regarding facilitators, strong upstream level commitments were reflected in the content of policies in terms of setting out specific objectives, targets, timelines, and budget allocation. However, the lack of explicit monitoring strategy and extent of stakeholders’ engagement was not well-defined, ultimately creating chances for impeding downstream implementation. In addition, effective coordination among stakeholders and different HRH and ICT policies could be strengthened. Discussion Findings support the current discourse that national commitment plays a vital role in the integration of ICTs in health services. However, well-defined monitoring strategy and inter-ministry and intra-ministry policy coordination are crucial.

scholarly journals Unpacking the policy landscape for implementing an Information Communication Technology (ICT) based in Human Resources Management tool in government health sector in Bangladesh: Findings from a policy review

2021 ◽  
Author(s):  
Dipika Shankar Bhattacharyya ◽  
Goutam Kumar Dutta ◽  
Iffat Nowrin ◽  
Sohana Shafique ◽  
Md. Zahidul Islam ◽  
...  
Keyword(s):  
Human Resources ◽  
Human Resources For Health ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Health Sector ◽  
Policy Coordination ◽  
Management Tool ◽  
Monitoring Strategy ◽  
Digital Tool ◽  
Resources Management

Abstract Introduction: In Bangladesh, to address the challenges of ensuring adequate human resources for health (HRH), the government began implementing a digital tool for HRH management in 2017. However, evidence suggests institutionalizing such tools in low-and-middle-income-countries are impeded by policy aspects like implementation strategy and poor regulatory framework. We aimed to explore factors in the current policy landscape that might facilitate and challenge the implementation of the tool in Bangladesh.Methods: We conducted a review of policies related to ICT implementation and human resources management in health sector in Bangladesh using qualitative content analysis method. Twelve policies have been identified and comprehensive reading was done to ascertain common themes and patterns. A document analysis matrix was developed to synthesize and help interpreting the findings. Results: Regarding facilitators, strong upstream level commitments were reflected in the content of policies in terms of setting out specific objectives, targets, timeline, and budget allocation. However, lack of explicit monitoring strategy and extent of stakeholders’ engagement was not well-defined, ultimately create chances for making downstream implementation disjointed. In addition, effective coordination among stakeholders and different HRH and ICT policies could be strengthened. Discussion: Findings support the current discourse that national commitment plays a vital role in integration of ICTs in health services. However, well-defined monitoring strategy and inter-ministry and intra-ministry policy coordination is crucial.

scholarly journals Presenting a Green Human Resources Management Model in the Health Sector: A Grounded Theory

2020 ◽  
Vol 23 (1) ◽  
pp. 112-122
Author(s):  
Leila Pezhman ◽  
Mehraban Hadi Peykani ◽  
Mansoureh Pourmiri ◽  
◽  
◽  
...  
Keyword(s):  
Grounded Theory ◽  
Human Resources ◽  
Human Resources Management ◽  
Health Sector ◽  
Management Model ◽  
Resources Management

scholarly journals APPARATUS HR MANAGEMENT REFORM IN INDONESIA

2018 ◽  
Vol 1 (1) ◽  
pp. 31-39
Author(s):  
Vita Nurul Fathya
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Government Agencies ◽  
Management Reform ◽  
Resources Management ◽  
Indonesian Government ◽  
Road Map ◽  
Hr Management ◽  
The Government

Human resources management in government agencies is one of change areas becoming the focus of  bureaucracy reform in Indonesia. This article explores plans of change to reform human resources  management in Indonesian government agencies. The plans are compared with concepts on effective  human resources management. The conclusion is that there is conformity between the government  plans under road map on bureaucracy reform and some concepts of human resources management.  

scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

scholarly journals Human Resources Management for Effective Public Administration

2016 ◽  
Vol 6 (3/4) ◽  
pp. 61 ◽  
Author(s):  
Caroline Covell
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Human Resources Management ◽  
Management Style ◽  
Scientific Management ◽  
Academic Field ◽  
Resources Management ◽  
Political Processes ◽  
The Government ◽  
The Right

Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government movement–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.

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