Health Manpower Management

Mohamed Zairi

1998 Health Manpower Management

doi: 10.1108/09552069810222775pmid: 10346320

This is the last part of a series of three papers which discussed very comprehensively best practice applications in human resource management by drawing special inferences to the healthcare context. It emerged from parts I and II that high performing organisations plan and intend to build sustainable capability through a systematic consideration of the human element as the key asset and through a continuous process of training, developing, empowering and engaging people in all aspects of organisational excellence. Part III brings this debate to a close by demonstrating what brings about organisational excellence and proposes a road map for effective human resource development and management, based on world class standards. Healthcare human resource professionals can now rise to the challenge and plan ahead for building organisational capability and sustainable performance.

Mark Hackett; Peter Spurgeon

1998 Health Manpower Management

doi: 10.1108/09552069810222784pmid: 10346321

The role of the chief executive in a transformed organisation is an extremely challenging one. The development of vision, building a commitment to it and communicating it constantly are key skills for a chief executive. However, the need to build and empower the stakeholders within and outside the organisation to support the changes required to deliver the vision requires leaders who can connect with a wide range of people and build alliances and partnerships to secure organisational success. A passion for understanding human intervention and behaviour is needed to encourage, cajole and drive teams and individuals to own and commit to change and a new direction. This requires leaders who have imagination and creativity ‐ who seek connections and thread them together to create order out of incoherence. These skills are not taught in schools or textbooks, but are probably innate. They are what separate leaders from the rest. These skills need to be developed. A movement towards encouraging experimentation, career transfers and more individuality is needed if capable leaders of the future are to appear.

Johannes Möller; Hans‐Günther Sonntag

1998 Health Manpower Management

doi: 10.1108/09552069810222793pmid: 10346322

The EFQM model for organisational excellence is used in the health care sector as a tool to diagnose and assess the starting position for an effective QM programme. Feedback reports cover the fields of acute medical care, rehabilitation and ambulant care and contain strengths areas for improvement. Building on the EFQM feedback reports, the Modular Concept for Quality in Health Care (“Heidelberg Model”) improves QM both holistically and specifically by implementing so‐called “Modules for Excellence”. The implementation process follows principles of project management covering medical, nursing and managing issues and the performance is periodically evaluated against targets. QM projects that are designed in the dichotomic way follow three goals. Organisational diagnosis and therapy lead to numerical health care improvements in “Prevention of nosocomial infections” and “Optimising out‐patient treatment”. Different assessment approaches lead to a diagnosing feedback report for QM in health care. The Modular Concept for Quality in Health Care (“Heidelberg Model”) clusters, prioritises, implements and evaluates the organisation’s key areas for improvement.

Patrick Asubonteng Rivers; Sejong Bae

1998 Health Manpower Management

doi: 10.1108/09552069810222801pmid: 10346323

Substance abuse continues to increase and permeate all sectors of US society including the medical profession. This article details the importance of testing everyone associated with health care organizations, including physicians, as a means of protecting patient welfare, increasing quality of care, and reducing negligence lawsuits, as well as providing treatment and recovery opportunities for those with addictions.

John Edmonstone

1998 Health Manpower Management

doi: 10.1108/09552069810222810pmid: 10346324

Education consortia are now over 18 months old and can be seen as a “hybrid” between a top‐down resource allocation system and a bottom‐up workforce planning system. The strengths and weaknesses of the developing system are identified, as is emerging good practice in consortia operations. A model for consortia working which emphasises strategic working is proposed.