Health Manpower Management

Patrick Asubonteng; Karl J. McCleary; George Munchus

1995 Health Manpower Management

doi: 10.1108/09552069510092115pmid: 10144651

Chronicles the role of nurse practitioners from their early beginnings to the present. Not only examines this group′s history but also explores their present role in health care delivery. Discusses interprofessional relationships along with consumer perceptions of their function. Concludes with an analysis of the issues facing nurse practitioners and future implications for their viability.

Robert Newton; Michael J. Wilkinson

1995 Health Manpower Management

doi: 10.1108/09552069510092124pmid: 10144648

Looks at management development at Ashworth Hospital as part of a continuing programme of professional development. This programme is innovative and revolutionary. It puts control of learning in the hands of the participants who are responsible for driving the programme and share the responsibility for supporting and motivating colleagues.

Robert Newton; Michael J. Wilkinson

1995 Health Manpower Management

doi: 10.1108/09552069510791641pmid: 10144649

Details the results of an attempt to identify the impact of a comprehensive management development programme on organizational effectiveness within the health service public sector. Concludes that management development programmes must have a prespecified set of strategically linked outcomes, identifying the benefits to the organization, and a set of critical success factor measures to determine their achievement or otherwise. Programmes which do not result in managers feeling empowered will be criticized in not impacting positively on the organization.

Frank van de Looij; Jos Benders

1995 Health Manpower Management

doi: 10.1108/09552069510791650pmid: 10144650

Scarcities of qualified personnel are a substantial problem in securing an adequate workforce. At the same time, increasing wages to secure an adequate workforce is not always possible or sufficiently effective, and other ways of retaining and recruiting personnel have to be found. Investigates the importance of various job characteristics for retaining and recruiting employees and presents the results from a survey among employees of a Dutch hospital experiencing a tight labour market. Job characteristics other than wages, such as labour relations and work content, were found to play a major role in individuals′ choices to resign or stay. Discusses consequences for employment strategies in other organizations.

Laurie Caple

1995 Health Manpower Management

doi: 10.1108/09552069510791632pmid: 10144652

Summarizes the management of change in a high profile public service with more than its fair share of political influences. Demonstrates the scale of change possible, given a clear strategy and a strong managerial commitment. Argues that this leads to high productivity, quality and value for money, with a strong element of organizational loyalty and ownership of the end product.

Linda Patterson

1995 Health Manpower Management

doi: 10.1108/09552069510092133pmid: 10144653

Describes the Open University course “Managing Health Services” and its relevance to managerial training of consultants.