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

More documents

Recommendations

Info

4. Monitoring and coaching 5. research and development activities to support the system, including strategic and incentive issues The evaluations of this system has indicated increased HR motivation due to the development of clear standards and job descriptions and access to continuous learning. This has included staff engaged in MNRH in community centres.(FK-UGM/WHO 2009) which is discussed below. A strategic action plan for the next five years is currently being developed. The CPDMS managerial tool could have potential use in other contexts in the Asia and Pacific regions and could be applied to other cadres at community level. There are two important tools for HRM that have been developed by Management Sciences for Health (MSH 2003; MSH 2003) based upon a earlier tool the HRH assessment tool (MSH 1999). The HRM Rapid Assessment Tool for Public and Private Sector Health Organisations and the HRM Rapid Assessment Tool for HIV/AIDS Environments are step by step guides based on the HRH Assessment tool. However despite being very HRM focused they are generic and do not focus on MNRH at community level. These tools are reportedly easy to use and widely applicable however they do not measure the productivity level of employees. The MSH MRM Rapid Assessment Tool was used to improve retention and performance in the Family Life Education Programme (FLEP), a reproductive health program that provides community-based health services through 40 clinics in five districts of Uganda (O'Neil 2008). The implementation of the action plan showed promising results that focused on professionalising HRM management within the organisation. WHO has produced a number of resources managers on HR that although not specially aimed at the community level or MNRH have some applicability in this context and with adaptation may be useful (WHO 1993). The District Health Management Team Training Module 3 (Chatora 2005): on Health Resources planning, recruitment, selection and placement of Staff .conducting meetings, promoting staff motivation, performance appraisal, supervision, continuing education , managing interpersonal conflict and discipline. Other generic assessment tools may be useful to managers in crisis settings at community level that could be adapted to include HRH engaged in MNRH. These include McDonnell and Yassin‘s tool which includes an assessment of HRH as one of it‘s four core (2007) and the WHO Guide to health workforce development in post-conflict environments (Smith 2005). There appears to be a lack of tools for managers with HRH responsibilities at community level in MNRH. Available tools focus on facility and programme management with only passing reference to HRH or they are generic HRH tools with no reference to MNRH context. P a g e | 65
Performance management Effective management practices help to create an environment in which people are enabled to perform to the best of their abilities. It involves a systems approach which includes the development of clear job descriptions, employment selection procedures, negotiated requirements and accomplishment-based performance standards, outcomes, and measures as well as quality orientation, education and training. Performance management can occur at the individual health worker level, the team level or the community health service level. Performance standards, indicators and measures that make up the performance management system will be discussed in the final findings section of this review. According to Dieleman et al. performance management is often weak in the public health sector in resource-poor settings and research in the area is limited, often focusing only on particular areas such as supervision (2006). Martinez (2001) suggests there organisational or internal pre-requisites for the establishment and maintenance of performance management in health care organisations and that environmental or external factors also play a role. External political pressures and health care reforms as well as pressures from professional bodies, patients and budgetary concerns can affect how performance management is undertaken and the indicators used. Internal factors include staff support for and participation in quality improvement. Four components of a performance management system are depicted in the figure below which illustrates how performance measures and standards are used to establish performance targets and goals. Although the context is generic the four components could be adapted and applied to HRH in MNRH international, community settings. Introducing this system involves various costs this and the conditions that facilitate the successful introduction of a PM system are outlined by Hornby and Forte (Hornby 2002) Figure 21 Performance Management System (Public Health Foundation 2003) P a g e | 66
Page 1 and 2:
Human Resources for Health in Mater
Page 3 and 4:
What human resource practices in ma
Page 5 and 6:
Collaboration with traditional and
Page 7 and 8:
Acronyms AAAH Asia and Pacific Acti
Page 9 and 10:
TBA T & L UNFPA UNICEF UOG UPNG USA
Page 11 and 12:
Figure 34 Potential gain in percent
Page 13 and 14:
Executive Summary Addressing the ba
Page 15 and 16: Introduction What human resource pr
Page 17 and 18: Review Questions 1. What HR approac
Page 19 and 20: Effective HRH practice and quality
Page 21 and 22: is no single prescribed set of ways
Page 23 and 24: Table 3 Classification of health ce
Page 25 and 26: Figure 5 Millennium Development Goa
Page 27 and 28: (UNICEF 2007) However, the road to
Page 29 and 30: A number of steps are purported to
Page 31 and 32: Figure 10 Overview of HRH at commun
Page 33 and 34: functions, the latter involving mob
Page 35 and 36: settings‖(ICN 2009). They may be
Page 37 and 38: Table 7 What Skilled attendants can
Page 39 and 40: Traditional healers may also be inv
Page 41 and 42: Methodology What human resource pra
Page 43 and 44: Table 9 Search terms used for the s
Page 45 and 46: findings. Differences and similarit
Page 47 and 48: Barriers and constraints to HRH pra
Page 49 and 50: PHEs. In the Pacific the density of
Page 51 and 52: partum services as being from 1:60
Page 53 and 54: husbands who oppose family planning
Page 55 and 56: Remuneration for CHWs, nurse and mi
Page 57 and 58: Supportive HRH strategies and appro
Page 59 and 60: Strengthening HRH policy legislatio
Page 61 and 62: Strategies to improve Human resourc
Page 63 and 64: there are interrelationships betwee
Page 65: Table 11 Tools for managing HR in M
Page 69 and 70: The Health and Family Planning Mana
Page 71 and 72: as a guide to mentoring, delegation
Page 73 and 74: eceived from outside the routine pu
Page 75 and 76: The isolated nature of much communi
Page 77 and 78: progress over time. This tool and t
Page 79 and 80: At national level, countries may ha
Page 81 and 82: evaluating and adjusting the size a
Page 83 and 84: There are a number of difficulties
Page 85 and 86: Figure 23 The Task Shifting Process
Page 87 and 88: Substitution Substitution is differ
Page 89 and 90: which was developed in 2002. This w
Page 91 and 92: al. 2008). Dual practice is another
Page 93 and 94: Figure 24 Motivational determinants
Page 95 and 96: Many of the incentives to health wo
Page 97 and 98: files suggests that more careful at
Page 99 and 100: Management autonomy at community le
Page 101 and 102: Initiative focus Details Context Re
Page 103 and 104: informal, mutual-help action groups
Page 105 and 106: Building relationships with cultura
Page 107 and 108: groups; encouraging recruitment thr
Page 109 and 110: Summary This section has identified
Page 111 and 112: encouraging midwives to proactively
Page 113 and 114: Facilitation & attendance at MOH/ N
Page 115 and 116: of community leaders improved the c
Page 117 and 118:
Table 19 Examples of initiatives in
Page 119 and 120:
information and advice from peers (
Page 121 and 122:
esources to provide clinical and ma
Page 123 and 124:
Strengthening Education and compete
Page 125 and 126:
Table 20 Examples of Partnership ap
Page 127 and 128:
Table 21 Learner needs analysis and
Page 129 and 130:
Table 22 Some approaches to the des
Page 131 and 132:
Participants/ Method / document typ
Page 133 and 134:
strengthening and establishing accr
Page 135 and 136:
Participants / context LMICs method
Page 137 and 138:
alongside health service improvemen
Page 139 and 140:
Country / cadre Niger: Birth attend
Page 141 and 142:
Country / cadre Indonesia Surabaya
Page 143 and 144:
Lessons learned from countries that
Page 145 and 146:
Malaysia The sharp decline in mater
Page 147 and 148:
although supplemented with epidemio
Page 149 and 150:
A technical meeting in Bangkok in 2
Page 151 and 152:
Development approach is an example
Page 153 and 154:
flexibility in order to overcome ge
Page 155 and 156:
up skilled birth attendance‖. The
Page 157 and 158:
Scaling up of the Navrongo service
Page 159 and 160:
conditions (Walt, Perera et al. 198
Page 161 and 162:
Figure 37 Critical success factors
Page 163 and 164:
Health system standards are explici
Page 165 and 166:
prevalence rate, however in order t
Page 167 and 168:
(Dieleman 2006) Selected key indica
Page 169 and 170:
In order to determine the answers t
Page 171 and 172:
Summary of findings This narrative
Page 173 and 174:
Health worker performance is theref
Page 175 and 176:
Discussion and Recommendations What
Page 177 and 178:
outlines how the HRH information ba
Page 179 and 180:
communities. A collaborative approa
Page 181 and 182:
Table 29 Examples of HRH performanc
Page 183 and 184:
Appendices Appendix 1. MDG5 Country
Page 185 and 186:
World Health Statistics http://www.
Page 187 and 188:
Appendix 3. Sources of all material
Page 189 and 190:
Data source Keywords used in search
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Appendix 4: Barriers and Constraint
Page 201 and 202:
Area Barriers & constraints in MNRH
Page 203 and 204:
Area Barriers & constraints in MNRH
Page 205 and 206:
Appendix 5 Literature that document
Page 207 and 208:
P a g e | 206
Page 209 and 210:
IMNCI PMTCT Perinatal Period Postna
Page 211 and 212:
Ambegaokar, M., Lush, L. (2004). "F
Page 213 and 214:
Barrett, B., J. Ladinsky, et al. (2
Page 215 and 216:
University South Africa with the Re
Page 217 and 218:
Cruse, D. (1997). Community Health
Page 219 and 220:
Elson, D., Evers, B. (1998). Sector
Page 221 and 222:
Flanagan, D., Williams, C., Mahler,
Page 223 and 224:
Greenwood, A. M., Bradley, A.K., By
Page 225 and 226:
Howard, G., Bogh, C., Goldstein, G.
Page 227 and 228:
Jhpeigo (1998). Participatory techn
Page 229 and 230:
Kroll, D., Dwyer, D. (1994). "Postn
Page 231 and 232:
Manandhar, D. S., D. Osrin, et al.
Page 233 and 234:
Morisky, D. E. (1985-86). "Evaluati
Page 235 and 236:
O‘Brien-Pallas, L., Irvine, D., P
Page 237 and 238:
Pfeiffer, J. and J. Pfeiffer (2003)
Page 239 and 240:
Replogle, J. (2007). "Training Trad
Page 241 and 242:
Shankar, A., S. Sebayang, et al. (2
Page 243 and 244:
Teela, K. C., L. C. Mullany, et al.
Page 245 and 246:
van Damm, W., et. al (2008). "Scali
Page 247 and 248:
WHO (2008). Global Standards for In
show all

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

Create successful ePaper yourself

Delete template?

Save as template?