Healthcare Sector Human Resource

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Table of Contents

Executive Summary
Introduction
Study Background
Research Methodology
Research Findings
Conclusion
List of References

Executive Summary

Data on Royal Perth hospital’s nursing personnel was gained from trustworthy academic internet locations. The study was based on derivative information generated in the internet. This report investigated specifics on Royal Perth hospital’s nursing labor force. Protective measures were monitored to evade information misconception.

The Royal Perth hospital trained nurses for the infirmary through established courses. The training programs were offered at the infirmary to staff members and other associate hospitals. An approach to establish a nursing school had been adapted early in the hospital’s history. The Royal Perth hospital had a renowned management structure. A managerial director controlled the infirmary with the support of a departmental director. Divisional heads were allocated duties connected to medical divisions in the infirmary. The administration and training approach guaranteed a well informed labor force was preserved by the Royal Perth hospital.

The infirmary introduced a scheme that guaranteed delivery of capable nurses for the infirmary and neighborhood. The Royal Perth hospital had sustained nurses’ preparation by integrating with nursing institutions in the neighborhood. In order to retain the nurses, Royal Perth hospital had staff benefit systems. The hospital had a prominent worker administration plan. Workforce members were allowed protection and wellbeing arrangements.

Royal Perth hospital was managed by an executive director. Immediately after the executive director, medical services and planning directors followed in authority. Each department was further separated into different services divisions. Individual sections were managed by divisional directors.

Figure 1. The Royal Perth Hospital management structure: focus on the nursing department human resource

The nursing department was managed by the director of nursing. Subordinate staffs supported the infirmary functions. Nursing department was large and thus entitled to a director administrator. This report established that association with nursing schools encouraged more workers to join and train in the profession. Continued mergers with other nursing schools guaranteed that there was a steady flow of trained nurses. Administrative executives were sourced from reputable higher learning institutions.

Regulations were developed based on government approvals and set policies. The Royal Perth hospital had a distinguished worker administration curriculum. Workforce members were permitted protection and wellbeing plans. The Australian government had policies that governed workforce in the health industry. Adaptation of national policies might enhance Royal Perth hospital’s human resource preparation and administration. Ultimately, information researched on the Royal Perth hospital ought to have been obtained from the management at the hospital. Primary data was viewed as a more accurate research procedure.

Therefore, a seminar on the Royal Perth hospital nursing department might yield precise data. Research methods that utilized surveys and other observation investigation designs can be applied to obtain information on the nursing department. Consequently, information gathered from the principal survey can be compared to other written data.

Introduction

Healthcare professionals have developed a notion that the 21^st century was the age of health workforce management. The wellbeing sector has been absorbed in rigorous and dependent work schedules. Dispensing of superior wellbeing services has largely been reliant on skilled healthcare personnel that were expected to fulfill patient’s desires and hope. Unfortunately, the World Health Organization revealed healthcare workforce statistics that were unfavorable to the health sector. The World Health Organization approximated global wellbeing personnel shortages at 4.3 million.

Consequently, commitment to an improved capacity of wellbeing personnel was inevitable (Brooks, 2010). Healthcare staff was less than can serve the current wellbeing needs. In 2006, the Health Workforce Decade was initiated and highlighted in the World Health Report. The initiative was targeted at development of effective personnel policies by countries.

Successful wellbeing workforce planning was focused on enhanced staffing, current healthcare personnel support, and reduction in employee departures from the healthcare sector. Wellbeing administration and preparation were considered as vital tactics for realization of an improved health workforce. Modern institutions have endeavored to strengthen the human resource department as a management strategy.

Study Background

Most of the world nations have been faced with major workforce challenges. Healthcare human resource challenges were mostly experienced in form of personnel scarcity, expertise blend imbalance, misallocation, unfavorable labor surrounding, and pathetic skills foundations. Human resource for healthcare experienced management trials in developed and developing countries. Australia’s hospital administrators have experienced healthcare management challenges similar to other nations. However, efforts were targeted at improving healthcare workforce across Australia. Healthcare nurses formed an integral labor force component in hospitals. Healthcare establishments have suffered as a result insufficiency in number of practicing nurses.

Consequently, the Australian government had opted to improve on the number of nurses joining the healthcare industry. The Australian government workforce strategy was based on recruitment, retaining, and enticing skilled nurses. The increased attention on nurses’ recruitment was targeted at equipping mental hospitals across Australia. In 2007, a total of one hundred and ten nurses were incorporated in the community wellbeing structure (Rural Health West, 2010).

Nursing has always been a complex profession and by supplying additional nurses to a healthcare labor force the overall work burden was minimized. Training of nurses was practiced in different parts of Australia. Nurse development was undertaken in northern Australian teaching institutions. Young scholars were trained on remedies (Morgan et al, 2009). National training of healthcare workforce created an early acceptance of personnel management.

Increased workload at most Australian hospitals was prompted by slashed government financial support. Therefore, supplementary enrollment of nurses to the wellbeing industry was expected to produce constructive work conditions. Work incentives that attracted more nurses to the wellbeing industry were instituted by the Australian government (Roxon & McGinty, 2008). Nurses required better compensation as the nursing duty was demanding. In order to attract more nursing staff, the Australian government chose to craft an enticing package for nurses. The strategy assisted wellbeing industry workers to manage the workload.

This report focused on assessment of the Royal Perth Hospital’s nurse workforce management strategy and future prospects. The Royal Perth Hospital was selected to represent rural Australian hospitals in the study. However, the nursing profession was preferred as the study subject based on its significance in the wellbeing industry. Nurses played a critical role in the overall provision of healthcare. Most employees in a wellbeing establishment interacted directly or indirectly with nurses making them central to operations in a healthcare organization.

Therefore, this report was structured to contain investigations on presence of nursing workforce management strategies at The Royal Perth Hospital in Australia. Information on workforce management, future plans, and challenges faced by The Royal Perth Hospital administration were researched. This report assumed that the nursing profession might act as a representation of the overall workforce at The Royal Perth Hospital in Australia.

The Royal Perth Hospital is located on the western part of Australia. The healthcare facility had been renowned countrywide and globally as a leading training infirmary with increased values of concern for sick people. Separated by two campuses, the Royal Perth infirmary has a bed capacity of nine hundred and fifty five beds. The larger university grounds at central Perth accommodated six hundred and ninety three beds whereas a second ground accommodated two hundred and sixty two beds. The human resource at Royal Perth hospital comprised of administrators, healthcare providers, and subordinate staff.

At the administration apex was an executive director flanked by a director of medical services and a director of planning. Each division at the Royal Perth Hospital had a divisional director with assistants. Consequently, a nursing department was also established with a director. Furthermore, the Royal Perth hospital had training programs for the various medical departments (Government of Western Australia, 2007).

The Royal Perth hospital had a well structured administration system. Several departments at the hospital were charged with the responsibility of directing duties pertained to the different units. The structured arrangement enabled the large hospital to manage the daily tasks.

A prominent lady known as Helen Bailey established the Government School of Nursing in 1947. Bailey had previously worked in a position as a planner of nurse preparation. The Government School of Nursing finally merged with the Royal Perth hospital in 1972 to form the Western Australia School of Nursing. In subsequent years, nurse training courses were developed as the hospital’s internal diploma. The programs were executed at Royal Perth Hospital in1972 (Piercey, 2010). The Royal Perth hospital had a recognized training program for nurses. The nurse training courses were targeted at an improved supply of trained nursing personnel. Early institution of a nursing program demonstrated Royal Perth hospital’s commitment to a competent nursing workforce.

The Royal Perth hospital management faced hurdles related to administration guidance, workforce participation, personnel protection, and wellbeing coaching. Personnel sickness and injury incidences impacted on the hospitals reputation. As a preventive measure, danger eradication and workforce coaching were necessitated. The management action resulted in improved attentiveness to outcomes of occupation associated mistakes and damages, sector recruitment and unity challenges (Medical Journal of Australia, 2007).

Other advantages included enlarged employee reward price, concealed circumlocutory operating cost, and threat for authoritarian certification. To endorse worker wellbeing, administrators established an Employee Wellness Program. Staff members at the Royal Perth hospital had threat management programs (Adamus, 2004). The Royal Perth hospital had a renowned employee management program. Staff members were entitled to safety and welfare programs. The administrative measure attracted and retained staff at the Royal Perth hospital. However, catastrophes at the royal Perth hospitals had demonstrated an increased trend in 2002.

The statistical calamity increase flaw affected most of neighboring healthcare establishments. Policy strategies that governed how employees were managed might have assisted the Royal Perth hospital workforce. Australian government instituted strategies that demonstrated how employees in the health industry were to be treated. Hospitals that followed the guidelines retained their personnel easily.

The Australian government developed a national health workforce strategic framework in 2004 that guided the national health human resource and labor strategy. The wellbeing labor force plan concentrated on a labor force that was proficient, well-informed, and flexible. The labor force was rightfully skilled, capable, and disseminated to attain impartial wellbeing results. The personnel worked in accommodating surroundings and traditions issuing secure, superior, precautionary, remedial, and compassionate concern to the community (National Health Workforce Plan, 2004).

The Australian government established a labor force arrangement that ensured work environment suitability of healthcare workers. As a result, nurses were expected to deliver appropriate healthcare services based on suitable work surroundings created by the national work policy. Guidelines that directed healthcare personnel were also constituted by the Australian government (Australian Government productivity Commission, 2006). Government strategies assisted healthcare providers in human resource management.

Investigations discovered that nursing profession was a prime wellbeing skilled faction. Therefore, efficiency in a wellbeing management structure relied on a workable tending labor force. Favorable compensation plans were required to maintain the nursing labor force. Wages and working advantages in appropriate surroundings were critical to retaining the nurses (Henderson & Tulloch, 2008).

Australian wellbeing system projected a nurse shortage amounting to forty thousand by 2010. Prospects of future availability of nurses were also slim and expected to fail the nurse demand. Exit from the nursing profession was recognized as enormous and an enhanced maintenance was crucial to administration of the labor force (Gaynor et al, 2006). Nurses were a major section of the healthcare labor force. Apparently, challenges of reduced numbers had faced numerous healthcare establishments.

The healthcare industry had a sustained requirement for nurses for delivery of wellbeing services. However, a traditional exit from the profession resulted into challenges for the health industry. Therefore, analysts of the wellbeing industry observed that a sustained labor force recruitment of nurses was critical for the industry.

An investigation on how healthcare delivery structures in hospitals were managed was inevitable. Human resource for health was considered as a significant prerequisite for better healthcare delivery (Penington, 2010). Labor force management had not focused on the scope of changing inconsistencies and complicated interfaces. Therefore, forecast management required painstaking evaluation and change designing surrounded by a comprehensive wellbeing structure outlook (Joyce et al, 2004).

Complexity of the healthcare workforce can be monitored by applying information communication technologies. Labor flow designs have been utilized in management of multifaceted joint nature of health jobs (Westbrook et al, 2009). Research was focused on The Royal Perth Hospital to represent data on workforce management in healthcare establishments. Study data was carefully researched to reflect common labor force challenges in the wellbeing sector.

The Royal Perth Hospital was selected based on its location and capacity to deliver healthcare service to the community. The information details were based on The Royal Pert Hospital’s human resource management strategies, prospects, and challenges. For instance, research discovered that fresh data on rural associated wellbeing labor force was required for projection into future strategies. Countrywide health strategy improvements needed that novel wellbeing designs incorporate future labor force needs (Keane et al, 2008). Integration of wellbeing strategies from across the communities was expected to have an actual reflection of community needs.

In order to have a unified healthcare system, policy makers were obligated to incorporate labor force management policies from the whole nation. Panic linked to wellbeing labor force directed the Australian administration to demand for an account on the national wellbeing labor force (Brooks & Ellis, 2007). Distress in labor force was caused by the need for upgraded management systems. Health workforce was deteriorating in competence and a focused improvement was necessary.

Research Methodology

Information on Royal Perth hospital’s nursing workforce was retrieved from reputable scholarly internet sites. The investigation relied on secondary data found in the internet. Titles related to nursing work were searched for possible information. The study objectives were utilized as guiding investigation subjects. Data that investigated revealed facts on Royal Perth hospital’s nursing workforce were analyzed and presented in this report. Precaution was observed to avoid data misinterpretation. Associating information that did not apply to Royal Perth hospital was avoided.

Ultimately, information researched on the Royal Perth hospital ought to have been obtained from the management at the hospital. Primary data was considered as a more accurate research procedure. Therefore, a seminar on the Royal Perth hospital nursing department might yield precise data. Research methods that utilized surveys and other observation investigation designs can be applied to obtain information on the nursing department. Consequently, information gathered from the principal survey can be compared to other written data.

Research Findings

Human resource planning and management: The Royal Perth hospital trained nurses for the infirmary through established courses. The training programs were offered at the infirmary to staff members and other associate hospitals. An approach to establish a nursing school had been adapted early in the hospital’s history. The Royal Perth hospital had a renowned management structure. An executive director managed the hospital with the assistance of departmental directors. Divisional heads were assigned duties linked to medical branches in the hospital. The management and training approach ensured a well informed workforce was maintained by the Royal Perth hospital.
Status of the workforce plan: The Royal Perth hospital workforce plan was reputable. The hospital instituted a system that ensured the supply of competent nurses for the hospital and community. The Royal Perth hospital had continued in training of nurses by merging with nursing schools in the community. In order to retain the nurses, Royal Perth hospital had staff benefit systems. The hospital had a prominent worker administration plan. Workforce members were permissible to protection and wellbeing arrangements.
Royal Perth hospital workforce profile: The hospital was managed by an executive director. Immediately after the executive director, medical services and planning directors followed in authority. Each department was further separated into services divisions. Individual sections were managed by divisional directors. The nursing department was managed by the director of nursing. Subordinate staffs were utilized in support functions. Nursing department was large and thus entitled to a director administrator.
Estimates of supply and requirements at organizational level: currently, workforce provisions were approximated as improved. Institution of nursing schools encouraged more workers to join and train in the profession. Continued mergers with other nursing schools guaranteed that there was a steady flow of trained nurses. Administrative executives were sourced from reputable higher learning institutions. Regulations were developed based on government approvals and set policies.
Strengths and weaknesses of current human resource planning: The Royal Perth hospital had a distinguished worker administration curriculum. Workforce members were permitted protection and wellbeing plans. The managerial appraisals fascinated and maintained personnel at the Royal Perth hospital. However, misfortunes at the Royal Perth hospitals had confirmed an augmented tendency in 2002. The disadvantages in arithmetical tragedy swell influenced most of adjoining wellbeing organizations.
Strategies to improve Royal Perth hospital’s approach to human resource planning and management: Procedural plans that administered human resources control may support Royal Perth hospital personnel. The Australian government had policies that governed workforce in the health industry. Adaptation of national policies might enhance royal Perth hospital’s human resource preparation and administration.

Conclusion

Human resource management in the healthcare industry had suffered numerous setbacks. Healthcare institutions faced mass exodus of personnel based on varied reasons. Recruitment and retaining employees in the wellbeing industry had been a major challenge. However, proper workforce management strategies have been implemented by infirmaries such as the Royal Perth hospital in Australia. Coupled with government policies, the Royal Perth hospital had instituted a relatively elaborate workforce.

To study Royal Perth hospital, focus was based on the nursing workforce. The hospital trained nurses for the infirmary and community healthcare centers. The strategy ensured that there was a steady provision of nurses. Nevertheless, setbacks occurred in workforce management. Employees were entitled to work benefits from the hospital; however, management flaws emerged and affected the hospital’s reputation. All in all, human resource management in the wellbeing industry had suffered challenges.

List of References

Adamus. M S. (2004, Apr). On the Road to the OSHA Voluntary Protection Program.nahq.org. Web.

Australian Government Productivity Commission (2009). Australia’s Health Workforce: Research Report. Web.

Brooks, P. and Ellis, N. (2007). Health Workforce Reform: rising to the challenge. Care for Policy Development. Web.

Brooks, P. (2010). Australian Health Workforce Institute. Web.

Gaynor et al. (2006). Where do all the undergraduate and new graduate nurses go and why? A search for empirical research evidence research paper. Australian Journal of Advanced Nursing. Vol. 24, No. 2. Web.

Government of Western Australia, (2006). Royal Perth Hospital. Web.

Henderson, L. N. and Tulloch, J. (2008). Incentive for retraining and motivating health workers in Pacific and Asian countries. Human Resource for Health. Web.

Joyce, C. M. et al. (2004). Time for a new approach to medical workforce planning. The Medical Journal of Australia. Web.

Keane, S. et al. (2008). The rural allied health workforce study (RAHWS): background, rationale and questionnaire development. Rural and Remote Health Journal. Web.

Medical Journal of Australia, (2007). General Practice Special Interests – viewpoint. Medical Journal of Australia. 187 2 111-114. Web.

Morgan, S. et al. (2009). From the bush to the big smoke – development of a hybrid urban community based medical education program in Northern Territory, Australia. The Rural and Remote Health Journal. Web.

National Health Workforce Plan. (2004). National Health Action Plan. Web.

Penington, D. (2010). Ailing health system needs Rudd’s reforms. The Age. Web.

Piercey, C. (2010). Bailey. Dora Helen Marguerite (1910 – 2001). Encyclopedia of Australian Science. Web.

Roxon, N and McGinty, J. (2008). WA hospitals boosted by record number of new nurses and more to come. Web.

Rural Health West. (2010). Bulletins. ruralhealthwest.com. Web.

Westbrook, J I. et al. (2009). Use of information and communication technologies to support effective work practice innovation in the health sector: a multi-site study. BMC Health Services Research, Vol. 9. Web.

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