Question
| Research questions to address in the research proposal: For the Charts REQUEST one tablet with SWOT analysis between Switzerland and Greece heath systems. My preferred structure for the proposal: Abstract Introduction Aim Results Conclusions Note: This is a research proposal where you’re preparing for the actual research paper. So, for the most part, talk in terms of “will”: what the study “will” accomplish, aims that “will” be targeted, results that “will” be expected, conclusions that “will” be expected. Thank you very much for your cooperation. |
Answer
Contents
How can the HR Management Contribute to the Efficiency of Health Systems?
Abstract
Human resource management in the healthcare sector is important in the achievement of operational efficiency. Without proper management of human resources policies cannot translate to quality healthcare. The research paper, thus investigated how human resource management contributes to efficiency in health systems by examining the criteria for judging human resource performance, areas in need of reform in the Swiss healthcare sector, and a comparison of international policies with those being implemented in Greece.
Introduction
The healthcare industry is highly dependent on human resource for the performance of its mission (Townsend and Wilkinson 334). Healthcare systems the world over place great emphasis on the management of human resources for positive outcomes Saxena and Rai 145). Apart from physical capital and consumables, human resource is a principal health input (Buchan 6). Healthcare performance depends largely on the knowledge, skills, and motivation of the persons who are involved in the delivery of service (Dussault and Dubois 9). A successful healthcare system needs to be able to mix and create balance between human and physical resources (Chen et al. 1987). Without proper procedures for managing people, missions, quality improvementgoals, and strategic plans become useless (Musson and Helmreich 28). Therefore, a healthcare system needs to implement appropriate policies that promote the management of people.
The Swiss healthcare system has placed much emphasis on reform in the management of human resources. The main aim is to create efficiency and effectiveness that will translate to quality outcomes to the patients. Main issues in the reforms of the healthcare system in Switzerland to create efficiency include workforce training issues, the size, as well as distribution of the healthcare workers in the country.
Aims
The research will aim at addressing the following questions:
- What criteria should be used for judging the performance of health systems and how should they be measured?
- What are main reforms and priorities for Switzerland with regard to human resources for health?
- Which are the most important HR practices and policies internationally, and how are they different from the practices Switzerland?
Results
The research will expect to establish the best criteria that can be used to judge the performance of health systems. The criteria will look at the outcomes both from the workforce point of view and patients’ point of view. The criteria will be judged based on the health outcomes and accessibility of healthcare in Switzerland. Better management of healthcare workers will also be judged based on the employee satisfaction with their work and the turnover rates that are recorded in the healthcare industry (Gopee and Galloway 115). The results will also aim at establishing the main reforms that need to be done in Switzerland’s healthcare industry. The expected reforms will touch on areas workforce training and certifications, the size, as well as distribution of healthcare workers.
With regards to training, the research will aim at establishing the quality of training that is given to healthcare workforce and how organizations track down their continuous certifications (Marchington et al. 19). In terms of size, the research will aim at establishing the workforce and patient ratio as this greatly impacts on the quality of care that is given to patients. Size as well as distribution determines employee satisfaction and turnover rates (Elarabi and Johari 15). Poor patient-to-healthcare professional ratio may result in burnout, leading to high turnover rates due to employee dissatisfaction (Harris, Cortvriend and Paula Hyde 451). Lastly, the results will reveal the differences that exist in international healthcare policies on human resource management to the policies that are used in Switzerland.
Conclusion
The research will be examining how human resource management contributes to the efficiency of healthcare systems by looking at the criteria that is used to judge good human resource practices, the areas in need of reform in the Swiss healthcare human resource management, and the differences in human resource practices between Switzerland and Greece. The results will be used to make appropriate recommendations.
| Strengths | Weaknesses | ||
| Switzerland Strong human resource management policies (Sieber and Leibundgut 421).Established human resource departments within healthcare organizationsStrong economy | Greece Established human resource management structures in healthcare organizations (Chopra 668) | Switzerland Lack of strong commitment by leaders to healthcare human resource management (Thomson 102) | Greece Weak economyFew policies concerning human resource management in healthcare (Bohlander 29; Dowling 142; Kabene, et al. 20) |
| Opportunities | Threats | ||
| Switzerland Available continuous training opportunitiesReputable healthcare management institutions | Greece Available training opportunities (Frost and Alexandrou 92)Available employment opportunities | Switzerland Availability of alternative well-paying careers | Greece Available employment opportunities in other countries (Daviaud and Chopra 49; Ofori–Okyere and Aboagye 7).Low employee motivation |
Fig. 1: SWOT analysis showing comparison between Swiss and Greek heath systems
Works Cited
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Buchan, James. “What difference does (” good”) HRM make?.” Human resources for health 2.1 (2004): 6.
Chen, Lincoln, et al. “Human resources for health: Overcoming the crisis.” The Lancet 364.9449 (2004): 1984-1990.
Chopra, Mickey, et al. “Effects of policy options for human resources for health: An analysis of systematic reviews.” The Lancet 371.9613 (2008): 668-674.
Daviaud, Emmanuelle, and Mickey Chopra. “How much is not enough? Human resources requirements for primary health care: A case study from South Africa.” Bulletin of the World Health Organization 86.1 (2008): 46-51.
Dowling, Peter. International human resource management: Managing people in a multinational context. Cengage Learning, 2008.
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Gopee, Neil, and Jo Galloway. Leadership and management in healthcare. Sage, 2017.
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Kabene, Stefane M., et al. “The Importance of Human Resources Management in Health Care: A Global Context.” Human Resources for Health 4.1 (2006): 20.
Marchington, Mick, et al. Human resource management at work. Kogan Page Publishers, 2016.
Musson, David M., and Robert L. Helmreich. “Team training and resource management in health care: Current issues and future directions.” Harvard Health Policy Review 5.1 (2004): 25-35.
Ofori–Okyere, Isaac, and Philomena Aboagye. An Evaluation of HR Strategies for Delivering Quality Health Care in the District Hospitals in Ghana.
Saxena, Neha, and Himanshu Rai. “The correlation effects between recruitment, selection, training, development and employee stress, satisfaction and commitment: Findings from a survey of 30 hospitals in India.” International Journal of Healthcare Technology and Management 15.2 (2015): 142-161.
Sieber, T. J., and D. L. Leibundgut. “Operating room management and strategies in Switzerland: results of a survey.” European Journal of Anesthesiology 19.06 (2002): 415-423.
Thomson, Sarah, et al. International profiles of health care systems 2012: Australia, Canada, Denmark, England, France, Germany, Iceland, Italy, Japan, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United States. (2012).
Townsend, Keith, and Adrian Wilkinson. “Managing under pressure: HRM in hospitals.” Human Resource Management Journal 20.4 (2010): 332-338.
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