Zasoby ludzkie w strategii rozwoju poradni specjalistycznych

• Autorzy: Hanna Lewandowska

Warianty tytułu

Human Resources in the Development Strategy of Specialist Clinics

• Języki publikacji: PL

Abstrakty

Celem opracowania jest przedstawienie roli, jaką spełniają zasoby ludzkie w budowaniu strategii rozwoju ambulatoryjnej opieki specjalistycznej oraz technik i metod ich rekrutacji. Sformułowano jednocześnie hipotezę orzekającą, że rzadkość zasobów ludzkich stanowi warunek brzegowy oraz wpływa na ograniczenie rozwoju poradni specjalistycznych. (fragment tekstu)

EN

The development strategy of the organization is built among others on the basis of the activity area and scope, distinguishing competences and expected results for stakeholders, which requires observations of the changes occurring in its surroundings. Supply and demand as well as fast reaction to occurring changes make it possible for the organization to achieve quasi-monopoly competitive predominance, in particular on the basis of possessed or acquired human resources. In case of healthcare organizations providing health services the basis of the predominance comprises the knowledge possessed by the employees and acquiring the appropriate human resources is connected with so called segment recruitment. It takes much more time and takes into consideration characteristic features of a professional group such as doctor and also it has significantly bigger requirements connected with labor environment. The form of labor agreement, which has been used for the last few years, in form of a contract, increased the supply of this professional group which makes it possible to increase the number of specialist clinics and to move the healthcare from in-patients to outpatients. The problem is connected with the rareness of human resource in such specialties as rehabilitation. The recruitment process in this case requires much more time and finance. Purpose of the study. The presentation of the role which human resources play in building the development strategy of the organization, methods and techniques of acquiring them and activities connected with it leading to the development of outpatient specialist care. Material and methods. The review of the subject literature characterizes the peculiarity of human resources and their role in building knowledge based competences/specialties of the organizations. Whereas, the empirical tests conducted in the Non-public Healthcare Organization (NZOZ) in one of the provincial cities, to which about 27,100 citizens declared their membership, were used to verify the hypothesis about the impact of the human resources' rareness on the development of specialist clinics. The quality method gave the answer to the question what methods and techniques and what time input are needed to acquire employees with proper specialties and the quantitative method presents the conditions in a synthetic way which affected the decisions of specialist doctors and rehabilitation employees to take the job. Results. Acquiring human resources in the tested organization requires time input amounting from about 14 to about 35 days depending on the specialties of the recruited doctors whereas in case of rehabilitation laboratories it is a continuous process. The main basis constitute hospitals working in the city which causes that about 89% of laboratories provides services in the early morning and in the evening. The main form of employment comprise contracts (about 93% of the employees) and contracts of personal services. The factors connected with the labor environment influence the recruitment process, which is indicated by 100% of employed specialists. The rareness of human resources for rehabilitation laboratories constitutes a significant problem. The recruitment methods applied in this case indicate that the number of employees acquired by the examined NZOZ increases as a result of direct transmission (from about 81% in 2009 to about 96% in 2011) and offering the remuneration from about 15% to about 25% higher than in other clinic of the same type. 83% of people employed in the rehabilitation clinic indicated this motivator as significant. Conclusions. The rareness of human resources does not have any influence on the limitation of development in the specialist clinic, whereas the system limitations make it impossible to use the resources acquired by the organization (except for the rehabilitation clinic) fully and effectively and limit the possibility to use the material resources possessed by it. (original abstract)

Słowa kluczowe

PL

Zasoby ludzkie; Personel medyczny; Strategia rozwoju; Organizacja ochrony zdrowia; Placówki służby zdrowia

EN

Human resources; Medical staff; Development strategy; Organization of health care; Medical facilities

• Czasopismo: Przedsiębiorczość i Zarządzanie
• Rocznik: 2012
• Tom: 13
• Numer: z. 5 Przekształcenia strukturalne i społeczne w ochronie zdrowia
• Strony: 289--302

Twórcy

autor

Hanna Lewandowska

• Szkoła Wyższa im. Pawła Włodkowica w Płocku

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