Health Manpower Management

James Buchan; Ian Seccombe

1995 Health Manpower Management

doi: 10.1108/09552069510085852pmid: 10143262

Examines in detail the issue of absence among nurses in the National Health Service (NHS) in the UK. Three main objectives are to: investigate levels and reasons for absence among nurses; assess the abilities of NHS management to monitor and control nurse absence effectively; and examine the impact of nurse absence on organizational costs and care delivery. Draws on data generated from four linked studies: a survey of back‐injured nurses, conducted in 1992; a survey of 4,000 qualified nurse members of the Royal College of Nursing, conducted in March/April 1993; a postal survey of 119 NHS employing units, conducted in May/June 1993; and detailed case studies, conducted with management in ten NHS hospital sites in May/June 1993.

Graeme Currie

1995 Health Manpower Management

doi: 10.1108/09552069510085861pmid: 10143259

Gives an explanation of the salient factors which affected the design of a training intervention aimed at clinicians in West Birmingham Health Authority. Discusses the theoretical considerations relevant to learning in an organization, using a case study to illustrate.

Karl McCleary; Patrick Asubonteng; George Munchus

1995 Health Manpower Management

doi: 10.1108/09552069510085870pmid: 10143260

Illustrates several issues associated with the effects of advanced information technology on the organizational design function. Explores the relationship between technology and organizational design. Cites some early empirical studies and identifies some contemporary challenges. Also mentions implications for new organizational forms within the context of a realigned health‐care industry perspective. Concludes that organizational theorists and information systems scholars must integrate their efforts in order to appreciate the changes within this field of management theory, thought and practice.

Ari Petäjävaara

1995 Health Manpower Management

doi: 10.1108/09552069510791623pmid: 10143261

Discusses the Finnish hearing instrument market which, in the past decade, has been characterized by both closed and shared markets. Indicates there has been some formal competition, but real price competition has not influenced the resharing of market shares. Finds that the current recession has forced hospitals to re‐evaluate their purchasing criteria. Investigates the process with the help of industrial marketing theories to determine the strategic means which can be used to create competitive advantages. The new automatic data‐processing (ADP)‐based high technology in the hearing‐instrument business provides opportunities for identifying these advantages. Surveys the abilities of hearing‐centre personnel in university hospitals to take advantage of ADP‐based tools. Shows that hearing‐centre personnel have a low level of ADP knowledge and, thus, a great need for ADP training. Discusses the ADP‐based strategy chosen to be AP Medical Hearing Ltd′s main strategy and emphasizes the importance of ADP‐based training in high technology.