Health manpower management最新文献

Explores the strategy of managing workforce diversity as a possible response to skills shortages within the UK National Health Service. Stresses that, if health care organizations truly wish to harness the diversity of their workforce, ways must be found of understanding personal motivations and creating employment opportunities which, as far as it is reasonable, meet these needs and expectations. Emphasizes that failure to adopt such an approach could alienate, possibly permanently, sectors of the potential workforce.

Provides a review and analysis of the ambulatory patient groups classification system. Discusses a review of the history, development and implementation process. Concludes that in the ongoing efforts to move towards full-managed care in the not-so-distant future, ambulatory patients groups are another potential cost-cutting remedy for current health care providers and that future research into this issue is a must for public policy makers.

Considers the impact of recent government policy on the organization of primary care in England and Wales. Discusses the notion and practice of "teamworking" currently in vogue, and analyses implications for doctors, nurses and managers working in/attached to general practices. Draws on the findings of a study of primary care team building which took place in a UK health authority (here referred to as "Weston"), and focuses on the experience of four general practices as they have attempted to develop as multidisciplinary partnerships. Gives consideration to the "new managerialism" evident in the NHS and its attempt to redefine professionalism and professional autonomy.

Contends that as techniques to motivate, empower and reward staff become ever more sophisticated and expensive, one of the most obvious, though overlooked, ways of tapping the creativity of employees is the suggestion scheme. A staff suggestion scheme may well be dismissed as a simplistic and outdated vehicle by proponents of modern management methods, but to its owners it can be like a classic model--needing just a little care and attention in order for it to run smoothly and at a very low cost. Proposes that readers should spare some time to consider introducing a suggestion scheme as an entry level initiative and a precursor to more sophisticated, elaborate and costly change management mechanisms.

Examines ethics in the health care industry from the perspectives of investors, employees, patients, competitors and the environment. Ethical behaviour in the health care industry is essential and desirable; however, determining which behavioural actions are ethical and which are unethical is difficult. Although never will everyone agree on specific ethical standards, everyone should agree that setting ethical standards is vital. Therefore, administrators of health care institutions and health care providers should work together to establish codes of ethics which define boundaries for ethical behaviours in the health care industry.

Looks at performance appraisal (PA), which has become an important tool in the overseeing of employees in contemporary society. Notes, however, that little work has focused on its mediation or actual practice, beyond simple descriptions informing its implementation. First examines the changing nature of employee management under PA, before investigating the contemporary usage of PA regarding its emphasis on the issue of managing and controlling the "images" of performance. Illustrates this with research, gathered from a case study in the Midlands. More specifically, focuses on the requirement on individuals to present the right image/self-presentation as a means of subordination. Highlights, with the use of a hospital case study, some of these issues in relation to the changes taking place in the public service sector, which faces fundamental transformations to its concept of service. Concludes that, whatever the original intentions of PA were, they have seriously failed, and are superseded by the management of the subjectification of performance.

States that the number of enrolled nurse conversions completed during the last ten years has had a significant impact on the number of registered nurses (RNs) available for employment in the National Health Service (NHS), and the contribution made by the enrolled nurse conversion course programme to the NHS workforce may have delayed the impact of the "demographic time bomb" on nursing recruitment. Emphasizes that the winding down of the conversion programme, and a fall in the number of RNs employed in the NHS, combined with a decline in entries to preregistration (initial) training, could signal the beginning of the long-awaited crisis facing the nursing profession.

Outlines the author's experiences and the lessons learnt from work in the field of management training for doctors and other medical personnel. Explains the policy of using a dual approach: economic concepts and ideas in practical situations. States that by adopting this participative, problem-solving approach and involving the discipline of economics in tandem with other skills and subjects, it addresses some of the issues which medical personnel face in their places of work.

Discusses the building blocks required for National Health Trusts in the UK to move effectively towards local pay determination as part of an overall coherent reward strategy. Concludes that the current preoccupation with purely the pay part of the reward strategy, combined with the absence of many of the other required building blocks, may well result in an extremely patchwork approach to reward and will leave the National Health Service in the position where it has lost the advantages of a national system, while failing to achieve the benefits of local pay determination.

Sets out to demonstrate the usefulness of vision statements to self-directed work teams, taking ideas from the development of vision within teams in an organization of around 1,000 employees. Considers barriers to the creation of a shared vision in which employees have a stake, putting forward the concept of ¿team-sized vision¿ as a means of coping with the identified problems of ¿size¿ and ¿ownership¿ with regard to organization-sized vision. Outlines various advantages of team-sized vision, e.g. enabling positive discussion of change and acting as a strong motivator. Sets out a process for the generation of team-sized vision, broken down into four main steps. Concludes that the process can be undertaken with relative ease and that vision is for all levels of the organization--not just top management.