Development of human resources for health

Get Complete Project Material File(s) Now! »

Organizational factors

Organizational factors that are linked to the day-to-day environment in which health workers carry out their duties and which may affect the level of performance include aspects of internal organizational structure such as clearlyarticulated goals, the human resources management style, information with regard to norms and standards, and support to the employee. Issues such as delegation of authority, autonomy in undertaking tasks, supervision, systems of feedback, and availability of resources also affect staff motivation (Bennett & Franco 1999:8).

HUMAN RESOURCES MANAGEMENT

Human resources management deals with the aspect of managing people in a strategic, coherent and integrated way. According to Swansburg and 44 Swansburg (1999:3), management “…means accomplishing the goals of the group through effective efficient use of resources”, and “…managing is the art of doing” while “…management is the body of organised knowledge underlying the art”.

Staff utilisation and retention

Deployment, equitable distribution and utilisation of appropriate staff to match the organization’s strategies remain important aspects of human resources management. These aspects are important because they guide the effective distribution, deployment and utilisation of appropriate staff by placing them in the right jobs and retaining them where they are most needed (Price 2000: 26: WHO 2005a:13). Various factors have been identified as being linked to motivation and retention of staff in their workplace.

Remuneration and incentives

Hicks and Adams (2003:258) defines remuneration as “…the total income of an individual and may comprise a range of separate payments determined according to different rules”. The WHO (2000:11) defines incentives as “…all rewards and payments that providers face as a consequence of the organizations in which they work, the institutions under which they operate and specific interventions they provide”. Financial incentives consist of pay, other direct financial benefits (such as pensions, health insurance, dependent allowance, clothing/housing allowances) and indirect financial benefits (such as subsidies for transport, meals and child care).

Sample design

The literature differentiates between two types of sampling: non-probability and probability. Non-probability sampling is used in large-scale surveys where the elements are not known and are thus non-random selection of subjects (Babbie 2005:188). The disadvantage of non-probability sampling is that it is a less representative approach. Four types have been identified: convenient, snowball, quota and purposive or judgmental (Polit & Beck 2004:311; Babbie 2005:196). Probability sampling is seen as the best way of selecting a sample that is representative of the population from which it is drawn.

Sample selection

The sample selection included all public and private hospitals with just over 100 beds and public hospital with more than 450 beds in Oshana, Otjozondjupa and Khomas region. The selection of these regions were based on the criteria that they comprised the 2 regional hospitals and 1 tertiary hospital in the country and thus employed the highest numbers of professional nurses. The other regions were excluded because of practical reasons: Professional nurses are scattered all over small hospitals and health centers in the urban and rural areas, with ineffective or no postal services; cost constraints for hiring data collectors to reach these remote regions

Table of contents :

• 1.1 INTRODUCTION
  • 1.2 BACKGROUND
    • 1.2.1 Country profile
    • 1.2.2 Socio-economic features
    • 1.2.3 Epidemiological profile
    • 1.2.4 Organization of services
    • 1.2.5 Health financing
    • 1.2.6 Development of human resources for health
  • 1.3 PROBLEM STATEMENT AND RESEARCH QUESTIONS
  • 1.4 AIM AND OBJECTIVES
  • 1.5 SIGNIFICANCE OF THE PROBLEM
  • 1.6 STUDY FOCUS AREA
  • 1.7 THEORETICAL FRAMEWORK
  • 1.8 RESEARCH METHODOLOGY
    • 1.8.1 Research design
    • 1.8.2 Population and sample
    • 1.8.3 Data collection instruments
    • 1.8.4 Data analysis
  • 1.9 PILOT STUDY
  • 1.10 PERMISSION TO CONDUCT RESEARCH
  • 1.11 ETHICAL CONSIDERATIONS
  • 1.12 LIMITATION OF THE STUDY
  • 1.13 DEFINITION OF TERMS
  • 1.14 ORGANIZATION OF PROPOSED STUDY
  • 1.15 CONCLUSION
• CHAPTER 2: LITERATURE REVIEW
  • 2.1 INTRODUCTION
  • 2.2 THEORETICAL FRAMEWORK
    • 2.2.1 The Bennett and Franco Model on work motivation
    • 2.2.2 Sharpley’s model on perception, motivation and performance
    • 2.2.3 The performance model
  • 2.3 HUMAN RESOURCES MANAGEMENT
    • 2.3.1 Planning and policies
    • 2.3.2 Production and education
    • 2.3.3 Staff utilisation and retention
  • 2.4 PERFORMANCE MANAGEMENT
    • 2.4.1 Definition and clarification of concepts
    • 2.4.2 Performance management philosophy
    • 2.4.3 Performance appraisal
• CHAPTER 3: RESEARCH METHODOLOGY
  • 3.1 INTRODUCTION
  • 3.2 AIMS AND OBJECTIVES
  • 3.3 RESEARCH DESIGN
  • 3.4 POPULATION
    • 3.4.1 Sampling
    • 3.4.1.1 Sampling design
    • 3.4.1.2 Sample selection
    • 3.5 INSTRUMENTATION
    • 3.5.1 Design of questionnaires
    • 3.5.2 Content of questionnaires
    • 3.5.3 Reliability and validity of instruments
  • 3.6 PILOT STUDY
  • 3.7 DATA COLLECTION
  • 3.8 DATA ANALYSIS
  • 3.9 PERMISSION TO CONDUCT RESEARCH
  • 3.10 ETHICAL CONSIDERATIONS
  • 3.11 CONCLUSION
• CHAPTER 4: DATA ANALYSIS
  • 4.1 INTRODUCTION
  • 4.2 PERSONAL INFORMATION
    • 4.2.1 Respondents
    • 4.2.2 Age of respondents
    • 4.2.3 Gender of respondents
    • 4.2.4 Highest nursing qualifications
    • 4.2.5 Years registered as a professional nurse
    • 4.2.6 Organizational demographics
  • 4.3 RESULTS OF QUESTIONNAIRE
• CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS

GET THE COMPLETE PROJECT
FACTORS AFFECTING PERFORMANCE OF PROFESSIONAL NURSES IN NAMIBIA