scholarly journals Aggregate Planning of Human Resource

2018 ◽  
Vol 2 (1) ◽  
pp. 327-365
Author(s):  
Anwar Mazhar Suhail ◽  
Ghassan Qasim Dawood Al – Lami
Keyword(s):  
Human Resource ◽  
Medical Service ◽  
Mixed Strategy ◽  
Low Cost ◽  
Health Sector ◽  
Work Force ◽  
Medical Services ◽  
Force Planning ◽  
Planning Strategies ◽  
Tracking Strategy

The research is beginning due to the importance or necessity to find Solution about the Variable demand for medical services preparation& diagnosed the suitable strategies for human Resource Aggregate planning in teaching Al-kadhimyiah hospital as a result of spreading specialist doctors. So that the research tried to limit alternatives of aggregate planning strategies. For determination distributing of the most important Medical staffs in every parts of researched hospital depending on Trade- of between Aggregate planning Strategies even if concluded strategy ( Tracking strategy b; settlement strategy ; Mixed strategy ). In order to achieve the suitable strategy & application done in one of the health sector institution in teaching Al-kadhimyiah hospital. The research was reached to many conclusions as limited efforts of Khrakh Baghdad institute (in Kadhiymiah hospital in demanded , work force planning .which lead negatively upon it's ability to face shortage clearly for medical staffs in order to meet the growing demand upon medical service , so the suitable strategy is work force Guarding presented as Employment & Dispending ) for it's low cost   The most prominent recommendation of the research is the necessity accreditation upon suitable means and methods . the importance of the availability of the broader wide data base in order to deal with it when needed to provide medical staff according to aimed medical services needs.

Problems of relevant medical services markets: research of domestic and foreign experience

2020 ◽  
pp. 57-66
Author(s):  
A. D. Shmatko ◽  
◽  
A. Y. Shcherbuk ◽  
E. V. Cherepanova ◽  
A. N. Schukin ◽  
...  
Keyword(s):  
Medical Service ◽  
Government Intervention ◽  
Health Sector ◽  
Competitive Environment ◽  
Medical Services ◽  
Foreign Experience ◽  
Main Factors

The article reflects the results of an analysis of studies by different authors on the problems of domestic and foreign relevant markets for medical services. The essence of concepts is revealed: a medical service, its competitiveness, the market of medical services. The situation is described, associated with problems in the formation of a competitive environment, the main factors hindering the competitiveness of medical services, the nature of their functioning, which determines the need for government intervention in the health sector. The main participants of the medical services market are presented and the reasons for the conflict of their interests are substantiated.

Effects of Trade Reform on Health and Tourism Sectors of the Reforming Country

2019 ◽  
Vol 11 (3) ◽  
pp. 176-189
Author(s):  
Biswajit Mandal ◽  
Soumyadip Chattopadhyay ◽  
Alaka Shree Prasad
Keyword(s):  
General Equilibrium ◽  
Low Cost ◽  
Health Sector ◽  
Medical Services ◽  
Developing Economy ◽  
Factor Intensity ◽  
Trade Reform ◽  
Trade Model ◽  
Tourism Sector ◽  
Unit Factor

Health trade and related tourism have become prevalent in recent times, particularly in countries where quality medical services are provided at a relatively low cost. Therefore, using a competitive general equilibrium trade model, this article theoretically attempts to find possible complementarity between the health sector and the tourism sector in a small open developing economy. While exploring the results, this article also finds the effect of trade reform on factor prices, per unit factor requirement and output of different sectors of the economy. Capital owners are seen to lose with trade reform, while labours and doctors gain. Eventually, both health and tourism sectors are found to be complementary in nature. However, expansion of these sectors is conditional on factor intensity assumption. Following this, we briefly touch upon the possible effects of deglobalisation in such an economy. We find that capitalists gain, whereas both doctors and labours suffer loss. Complementarity between health and tourism sectors persists, and the size of different sectors is again found to depend on factor intensity.

scholarly journals Who manages health workforce in the States of India: Profile, knowledge and perceptions of the team

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
S Khurana ◽  
S Roy ◽  
M Gupta
Keyword(s):  
Public Health ◽  
Capacity Building ◽  
Human Resource ◽  
Health Workforce ◽  
Health Sector ◽  
Limited Resource ◽  
Role Clarity ◽  
Public Health Sector ◽  
Hrm Practices ◽  
Significant Difference

Abstract Problem Human resources in the public health sector is of prime importance in a limited resource setting country, who at times work in a high-pressure, limited resource environment and where skilled staff continue to remain in short supply. The role of Human Resource for Health (HRH) team responsible for managing this health workforce is crucial. They play an important role in improving the human resource practices and creating an enabling organizational culture for optimal resource utilization. The paper explores the profile of the HRH teams of the states of India, their knowledge levels, and perceptions of their role. Methods The participants were HR Managers from 29 states of India who look after HRH in National Health Mission and State Health Departments. Cross-sectional survey tool was used for data collection. Quantitative data analysis included univariate and bivariate analysis. One Way ANOVA test of significance and post-hoc tests using Tukey's method was used to ascertain the groups with significant difference. Results Most of the HRH team members are postgraduates or have management background. Their experience varies from <1year to > 25 years. Mostly of them perceive their role to be limited to implementing bare essential HRM practices, mostly administrative. The educational qualification of the members did not have any significant bearing on their technical knowledge related to HRM practices; but their experience in public health sector showed a significant association. Lessons This study lends evidence to the principle that professionals who have been in the system for long, know about HRH and the associated policies better, and hence may be better equipped to handle HRH and establish good HR Management (HRM) systems. Better role clarity among the HRH teams, expansion of their current scope of work to include advanced practices of HRM and continuous capacity building mechanisms are needed to help strengthen the development and management of HRH. Key messages This study, a first of its kind in the country, lend evidence related to the principle for deciding the profile of team who should be entrusted with managing and development of HRH. The Study gives evidence to focus on the role clarity of HRH to zero down their knowledge and skills gaps and enhance their competencies through better capacity building.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

Feedback to Emergency Medical Services Providers: The Good, the Bad, and the Ignored

1997 ◽  
Vol 12 (2) ◽  
pp. 74-77 ◽  
Author(s):  
Elisabeth F. Mock ◽  
Keith D. Wrenn ◽  
Seth W. Wright ◽  
T. Chadwick Eustis ◽  
Corey M. Slovis
Keyword(s):  
Emergency Department ◽  
Emergency Medical Services ◽  
Emergency Medical Service ◽  
Medical Service ◽  
Service Providers ◽  
Medical Services ◽  
Emergency Medical Service System ◽  
Constructive Feedback ◽  
Emergency Medical ◽  
Emergency Medical Service Provider

AbstractHypothesis:To determine the type and frequency of immediate unsolicited feedback received by emergency medical service (EMS) providers from patients or their family members and emergency department (ED) personnel.Methods:Prospective, observational study of 69 emergency medical services providers in an urban emergency medical service system and 12 metropolitan emergency departments. Feedback was rated by two medical student observers using a prospectively devised original scale.Results:In 295 encounters with patients or family, feedback was rated as follows: 1) none in 224 (76%); 2) positive in 51 (17%); 3) negative in 19 (6%); and 4) mixed in one (<1%). Feedback from 254 encounters with emergency department personnel was rated as: 1) none in 185 (73%); 2) positive in 46 (18%); 3) negative in 21 (8%); and 4) mixed in 2 (1%). Patients who had consumed alcohol were more likely to give negative feedback than were patients who had not consumed alcohol. Feedback from emergency department personnel occurred more often when the emergency medical service provider considered the patient to be critically ill.Conclusion:The two groups provided feedback to emergency medical service providers in approximately one quarter of the calls. When feedback was provided, it was positive more than twice as often as it was negative. Emergency physicians should give regular and constructive feedback to emergency medical services providers more often than currently is the case.

Applications of Operations Research in Human Resource Management

2021 ◽  
Vol 9 (9) ◽  
pp. 1611-1614
Author(s):  
Vanya Aggarwal
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Real World ◽  
Operations Research ◽  
Operational Research ◽  
Low Cost ◽  
External World ◽  
Future Plan ◽  
The Future ◽  
Future Path

Abstract: Operational HR encompasses the highly visible, day-to-day tactical operations required to keep a workforce running. This made us look for strategic approaches essential for most organisations. Be it defining the future path, determining the future plan, mission, vision, planning, objectives and goals of a particular organization. In a nutshell, we wanted to bring out the intricate relationship between HR and operational research especially considering the current dynamics of the external world. The unprecedented changes in HRM made us dig deeper on the importance of the role and applications of operations research to cope with these changes. Finally, we believed our research was complete when we presented real-world examples, and it was demonstrated to us that Operations Research approaches may assist firms in making good HR policy decisions at a low cost

scholarly journals Analysis of the Need on Specialist Doctors in East Java from 2020 to 2030 using the Spectrum Application

2019 ◽  
Vol 8 (1) ◽  
pp. 1
Author(s):  
Istianatul Ula ◽  
Rifanda Bachraini Firdaus
Keyword(s):  
Qualitative Research ◽  
Human Resources ◽  
Human Resource ◽  
Health Sector ◽  
Secondary Data ◽  
Development Planning ◽  
Population Projection ◽  
Health Needs ◽  
Specialist Doctor

Human resources in the health sector need to be improved on both the aspects of quality and quantity. This is important for development planning. According to BPS in 2017 the population of East Java was 39,292,972 people, while in 2018 there were 39,500,851 people. Data from SISDMK revealed that there were 1,821specialist doctors in 2017 and 2,531 in 2018. This qualitative research was aimed at understanding and exploring deeply the secondary data obtained from the 2017–2018 SISDMK. The data was analyzed using Spectrum Software for population projection and human resource health needs. The results showed that the population projection of East Java kept increasing. In 2020 it will reach 39,886,288 people, and in 2030 there will be as many as 42,329,015 people. The projection of the number of specialist doctor needs in East Java in 2020 is 4,387, which will keep increasing to 5,079 in 2030. The ratio of specialist doctors in 2020 will be 36.26 per 100,000 population, and in 2030 it will be 35.27 per 100,000.

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