Showing results for: Human Resources for Health
This issue of The Manager discusses the role of local resources in strengthening health services. It will help health managers at the local level to identify types of local resources that may be available to them, decide on strategies for mobilizing these resources, and assess the value of such resources to their organization or program.
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This issue of The Manager will help managers at all levels understand the principles of the local-level performance assessment and improvement. It also presents the concept of essential public health functions as a useful policy framework for decentralizing service management, while maintaining and improving the coverage and quality of services.
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This publication shows that effective human resource management (HRM) is important in any public- or private-sector organization and essential when public health crises collide with workforce shortages. We present here the three pillars that together form the HRM capacity of an organization—policies, systems, and management and leadership practices—and describe how they can help you to attain your organization’s HRM goals.
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This issue of The Manager focuses mainly on leading change in practices that improve health, rather than on overall strategic and structual change. The issue can help health managers work with a team as change agents to address community and organizational challenges that require a change in clinical or management practices. It spells out key success factors for change and presents the five phases of a change process. It offers ways to work with people’s responses to change and provides a change agent’s guide to action to carry out a successful change effort.
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The Human Resource Management (HRM) Rapid Assessment Tool offers a method for assessing an organization’s Human Resource Management system and how well it functions. The HRM Rapid Assessment Tool helps users to develop strategies to improve the human resource management system and make it as effective as possible. It is designed to be used in public and private-sector health organizations.
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The eHandbook emphasizes the central, critical element of every health system: people. It shows how to build leadership and management skills for yourself and your organization. It also covers management of the specific systems essential to an overall health system – governance, human resources, finances, supply chain management, health information and association monitoring and evaluation, and health service delivery. This tool can also be accessed as individual topical chapters.
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This issue of The Manager outlines the connections between work climate, employee motivation, and performance. It describes how managers can assess the climate in their work group and shows how they can use the results to make changes in leadership and management practices that will motivate their group to do the best work possible and improve results.
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This issue of The Manager explores different types and mechanisms of coordination to help you chose which type of coordination best meets the needs of your organization or program. The issue reviews the forms of coordination for rapid response in health emergencies as well as for long-term sustainable action. There are guidelines for setting up a new coordinating body or breathing life into an existing entity.
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