Health Manpower Management

Keith Hurst

1997 Health Manpower Management

doi: 10.1108/09552069710187109pmid: 10179091

Multi‐skilling has been the most enduring element of patient‐focused care in the UK. A recent report from the Manchester University Health Service Management Unit (HSMU) extended the multi‐skilling debate and offered a framework for changing National Health Service workforce policy along multi‐skilling lines. Examines the main HSMU issues in the light of broader empirical and other evidence. Assesses the strengths, weaknesses, opportunities and threats to multi‐skilling. Concludes that multi‐skilling protagonists still face a number of challenges.

Mayeh Abu Omar; Assefaw Tekeste

1997 Health Manpower Management

doi: 10.1108/09552069710187118pmid: 10179092

Looks at human resources (HR) issues with regard to the health care system in Eritrea, the newest nation in Africa with a population of 3.5 million. Notes the problems of poor infrastructure, high mortality rates and poverty. Considers the present situation and future requirements in terms of HR. Features programmes being established aimed at bridging this gap and looks particularly at initiatives aimed at enabling ex‐combatants who have wartime health care experience to train further as health workers.

Kris Siddharthan; Melissa Ahern; Robert Rosenman

1997 Health Manpower Management

doi: 10.1108/09552069710187127pmid: 10179093

Tests the theory that owners (hospital, physician, insurance) of vertically integrated health maintenance organizations (HMOs) might substitute towards production of their own specialty goods. Uses data from various sources in the USA. Determines the impact of ownership on factors such as average physician ambulatory services per enrollee and average hospital days per enrollee. Concludes that policymakers need to encourage the development of standard publicly available quality measures to intensify competition and eliminate excess profits accruing to provider‐owners who substitute towards production of their own goods.

Gay Wayland; Brian H. Kleiner

1997 Health Manpower Management

doi: 10.1108/09552069710187163pmid: 10179094

Notes the problem of rising health care costs in the USA. Considers a highly controversial solution to this problem, which is to consider health care as a scarce resource and to ration access to it. Whether rationing is done by age, ability to pay, or a cost‐benefit analysis, the very concept contradicts the US belief in the right to health care. Other industrialized countries currently ration health care through a National Health Insurance Plan. Points out that, in the USA, individual states are beginning to consider health care rationing to combat shrinking budgets and increasing demand for services.

Michael K. Robinson; Brian H. Kleiner

1997 Health Manpower Management

doi: 10.1108/09552069710187172pmid: 10179095

Reports that the US health care system has been shifting since the 1960s to a competitive environment with many new and innovative organizational forms. Describes the nature of the competitive environment for health care and some of the basic forms of the new organizational arrangements. Explores some of the implications for managing successful health care organizations by the understanding of interorganizational linkages in the health care industry and a partnership approach to marketing and management.

Susan Jackson

1997 Health Manpower Management

doi: 10.1108/09552069710187181pmid: 10179096

Government interest in health service “did not attend” (DNA) rates was seen to occur by accident, following which efforts to reduce DNAs have tended to concentrate on operational rather than strategic issues. Considers the effect hospital culture has had on DNA rates from an organizational and patient perspective. Identifies some of the key cultural issues that impacted on DNA rates by utilizing observation and telephone survey research methods. Concludes that , in the main, the lack of customer‐oriented organizational culture was seen to affect DNA rates adversely within one NHS provider trust.

George Blair

1997 Health Manpower Management

doi: 10.1108/09552069710187190pmid: 10179097

Notes the worsening situation with regard to nursing shortages. Considers responses such as the commission of increased places on Project 2000 courses and the introduction of NVQ III staff. Points to this success, particularly with regard to the latter of these solutions, but notes a lack of career progression for such entrants. Suggests that there is a strong case for development of a better career path for NVQ III staff, and looks to education and training consortia in this respect.