Human Resources for Health in Maternal, Neonatal and - HRH ...

Figure 19 The strategies, objectives and values of HRM
Adapted from Hewlett- Packard Company‘s ―HPs Way‖ Letts et. al 1999 in (MSH 1999)
Management from a staff or professional perspective
Staff working at the community level can be directed and supervised by a range of managers
depending on the cadre, employer, regulation and legislation governing their scope of
practice. As a result there are many management structures that impact upon health worker
practice. Nurse and midwives employed with the public health system may receive direction
from heads of sub-national health services such as district medical officers or those in charge
of health sub-districts, or programme/project managers. Nurse/ midwife auxiliaries may be co
managed by registered nurse and midwives at sub district facility and / or outreach services
level. CHWs may also be managed and supervised in this way although those employed by
NGOs may report to managers at district, province or even country level depending on the
size of the enterprise. Within the community depending on how they are compensated VHW,
lay care givers and TBAs may be answerable to village health committees, MoH staff or the
patients themselves. Solo practice private nurses, midwives and TBAs may be self managed.
As nurses and midwives are often the backbone of MNRH providers at community level
management practices that affect them are probably the most influential in this context.
WHO/ SEARO have designed a framework to guide the development of effective
management of nursing and midwifery that has implications for practice at community level.
This focuses on the provision of: effective and efficient workforce policy and planning,
effective and efficient education, training and development of nursing and midwifery
personnel and effective and efficient deployment and utilization of personnel. This model
emphasises the multi dimensional nature of management systems and acknowledges that
P a g e | 61