The Experts below are selected from a list of 671034 Experts worldwide ranked by ideXlab platform
Gilles Dussault - One of the best experts on this subject based on the ideXlab platform.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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responding to the global Human Resources crisis
The Lancet, 2004Co-Authors: Vasant Narasimhan, Gilles Dussault, Ariel Pablosmendez, Orvill Adams, Demissie Habte, Marian Jacobs, Gijs Elzinga, Anders Nordström, Hilary Brown, Giorgio SolimanoAbstract:Summary The global community is in the midst of a growing response to health crises in developing countries, which is focused on mobilising financial Resources and increasing access to essential medicines. However, the response has yet to tackle the most important aspect of health-care systems—the people that make them work. Human Resources for health—the personnel that deliver public-health, clinical, and environmental services—are in disarray and decline in much of the developing world, particularly in sub-Saharan Africa. The reasons behind this disorder are complex. For decades, efforts have focused on building training institutions. What is becoming increasingly clear, however, is that issues of supply, demand, and mobility (transnational, regional, and local) are central to the Human-resource problem. Without substantial improvements in workforces, newly mobilised funds and commodities will not deliver on their promise. The global community needs to engage in four core strategies: raise the profile of the issue of Human Resources; improve the conceptual base and statistical evidence available to decision makers; collect, share, and learn from country experiences; and begin to formulate and enact policies at the country level that affect all aspects of the crisis.
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the interface between health sector reform and Human Resources in health
Human Resources for Health, 2003Co-Authors: Felix Rigoli, Gilles DussaultAbstract:The relationship between health sector reform and the Human Resources issues raised in that process has been highlighted in several studies. These studies have focused on how the new processes have modified the ways in which health workers interact with their workplace, but few of them have paid enough attention to the ways in which the workers have influenced the reforms. The impact of health sector reform has modified critical aspects of the health workforce, including labor conditions, degree of decentralization of management, required skills and the entire system of wages and incentives. Human Resources in health, crucial as they are in implementing changes in the delivery system, have had their voice heard in many subtle and open ways – reacting to transformations, supporting, blocking and distorting the proposed ways of action. This work intends to review the evidence on how the individual or collective actions of Human Resources are shaping the reforms, by spotlighting the reform process, the workforce reactions and the factors determining successful Human Resources participation. It attempts to provide a more powerful way of predicting the effects and interactions in which different "technical designs" operate when they interact with the Human Resources they affect. The article describes the dialectic nature of the relationship between the objectives and strategies of the reforms and the objectives and strategies of those who must implement them.
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Human Resources for health policies a critical component in health policies
Human Resources for Health, 2003Co-Authors: Gilles Dussault, Carl-ardy DuboisAbstract:In the last few years, increasing attention has been paid to the development of health policies. But side by side with the presumed benefits of policy, many analysts share the opinion that a major drawback of health policies is their failure to make room for issues of Human Resources. Current approaches in Human Resources suggest a number of weaknesses: a reactive, ad hoc attitude towards problems of Human Resources; dispersal of accountability within Human Resources management (HRM); a limited notion of personnel administration that fails to encompass all aspects of HRM; and finally the short-term perspective of HRM.
Gijs Elzinga - One of the best experts on this subject based on the ideXlab platform.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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responding to the global Human Resources crisis
The Lancet, 2004Co-Authors: Vasant Narasimhan, Gilles Dussault, Ariel Pablosmendez, Orvill Adams, Demissie Habte, Marian Jacobs, Gijs Elzinga, Anders Nordström, Hilary Brown, Giorgio SolimanoAbstract:Summary The global community is in the midst of a growing response to health crises in developing countries, which is focused on mobilising financial Resources and increasing access to essential medicines. However, the response has yet to tackle the most important aspect of health-care systems—the people that make them work. Human Resources for health—the personnel that deliver public-health, clinical, and environmental services—are in disarray and decline in much of the developing world, particularly in sub-Saharan Africa. The reasons behind this disorder are complex. For decades, efforts have focused on building training institutions. What is becoming increasingly clear, however, is that issues of supply, demand, and mobility (transnational, regional, and local) are central to the Human-resource problem. Without substantial improvements in workforces, newly mobilised funds and commodities will not deliver on their promise. The global community needs to engage in four core strategies: raise the profile of the issue of Human Resources; improve the conceptual base and statistical evidence available to decision makers; collect, share, and learn from country experiences; and begin to formulate and enact policies at the country level that affect all aspects of the crisis.
Raymond Leduc - One of the best experts on this subject based on the ideXlab platform.
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the importance of Human Resources management in health care a global context
Human Resources for Health, 2006Co-Authors: Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond LeducAbstract:Background: This paper addresses the health care system from a global perspective and the importance of Human Resources management (HRM) in improving overall patient health outcomes and delivery of health care services. Methods: We explored the published literature and collected data through secondary sources. Results: Various key success factors emerge that clearly affect health care practices and Human Resources management. This paper will reveal how Human Resources management is essential to any health care system and how it can improve health care models. Challenges in the health care systems in Canada, the United States of America and various developing countries are examined, with suggestions for ways to overcome these problems through the proper implementation of Human Resources management practices. Comparing and contrasting selected countries allowed a deeper understanding of the practical and crucial role of Human Resources management in health care. Conclusion: Proper management of Human Resources is critical in providing a high quality of health care. A refocus on Human Resources management in health care and more research are needed to develop new policies. Effective Human Resources management strategies are greatly needed to achieve better outcomes from and access to health care around the world.
Hilary Brown - One of the best experts on this subject based on the ideXlab platform.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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Human Resources for health overcoming the crisis
The Lancet, 2004Co-Authors: Lincoln C. Chen, Jo Ivey Melville Boufford, Mushtaque Chowdhury, Lola Dare, Gilles Dussault, Sudhir Anand, Marcos Cueto, Timothy G Evans, Hilary Brown, Gijs ElzingaAbstract:In this analysis of the global workforce, the Joint Learning Initiative—a consortium of more than 100 health leaders—proposes that mobilisation and strengthening of Human Resources for health, neglected yet critical, is central to combating health crises in some of the world’s poorest countries and for building sustainable health systems in all countries. Nearly all countries are challenged by worker shortage, skill mix imbalance, maldistribution, negative work environment, and weak knowledge base. Especially in the poorest countries, the workforce is under assault by HIV/AIDS, out-migration, and inadequate investment. Effective country strategies should be backed by international reinforcement. Ultimately, the crisis in Human Resources is a shared problem requiring shared responsibility for cooperative action. Alliances for action are recommended to strengthen the performance of all existing actors while expanding space and energy for fresh actors.
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responding to the global Human Resources crisis
The Lancet, 2004Co-Authors: Vasant Narasimhan, Gilles Dussault, Ariel Pablosmendez, Orvill Adams, Demissie Habte, Marian Jacobs, Gijs Elzinga, Anders Nordström, Hilary Brown, Giorgio SolimanoAbstract:Summary The global community is in the midst of a growing response to health crises in developing countries, which is focused on mobilising financial Resources and increasing access to essential medicines. However, the response has yet to tackle the most important aspect of health-care systems—the people that make them work. Human Resources for health—the personnel that deliver public-health, clinical, and environmental services—are in disarray and decline in much of the developing world, particularly in sub-Saharan Africa. The reasons behind this disorder are complex. For decades, efforts have focused on building training institutions. What is becoming increasingly clear, however, is that issues of supply, demand, and mobility (transnational, regional, and local) are central to the Human-resource problem. Without substantial improvements in workforces, newly mobilised funds and commodities will not deliver on their promise. The global community needs to engage in four core strategies: raise the profile of the issue of Human Resources; improve the conceptual base and statistical evidence available to decision makers; collect, share, and learn from country experiences; and begin to formulate and enact policies at the country level that affect all aspects of the crisis.
Nancy K. Napier - One of the best experts on this subject based on the ideXlab platform.
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Strategy and Human Resources management
Industrial and Labor Relations Review, 1992Co-Authors: John E. Butler, Gerald R. Ferris, Nancy K. NapierAbstract:Introduction. Human Resources management: moving toward a paradigm and obtaining advantage. Expanding the strategy-making concept. A profit generation theory of strategic Human resource management. Human Resources and the anatomy of strategic planning. Strategic staffing. Strategic implications of the performance evaluation process. Strategic reward systems. Strategic Human Resources development. Strategic industrial relations. Entrepreneurial links. International Human resouces management. Planning for and managing mergers and acquisitions. Conclusions and planning for the future. References. Appendix.
