Health services in Australia and the impact of antiquated rostering practices on medical scientists: a case for HR analytics and evidenced-based human resource management

Abstract

PurposeThe purpose of this study is to examine the rostering practices and work experiences of medical scientists at four health services in the Australian public healthcare sector. There are over 16,000 medical scientists (AIHW, 2019) in Australia responsible for carrying out pathology testing to help save the lives of thousands of patients every day. However, there are systemic shortages of medical scientists largely due to erratic rostering practices and workload issues. The purpose of this paper is to integrate evidence-based human resource management (EBHRM), the LAMP model and HR analytics to enhance line manager decision-making on rostering to support the wellbeing of medical scientists.Design/methodology/approachUsing a qualitative methodological approach, the authors conducted 21 semi-structured interviews with managers/directors and nine focus groups with 53 medical scientists, making a total 74 participants from four large public hospitals in Australia.FindingsAcross four health services, manual systems of rostering and management decisions do not meet the requirements of the enterprise agreement (EA) and impact negatively on the wellbeing of medical scientists in pathology services. The authors found no evidence of the systematic approach of the organisations and line managers to implement the LAMP model to understand the root causes of rostering challenges and negative impact on employees. Moreover, there was no evidence of sophisticated use of HR analytics or EBHRM to support line managers' decision-making regarding mitigation of rostering related challenges such as absenteeism and employee turnover.Originality/valueThe authors contribute to HRM theory by integrating EBHRM, the LAMP model (Boudreau and Ramstad, 2007) and HR analytics to inform line management decision-making. The authors advance understandings of how EBHRM incorporating the LAMP model and HR analytics can provide a systematic and robust process for line managers to make informed decisions underpinned by data.

Medical science an undervalued profession: Strengthening professional identity through union strategy

“…Their professional identity is influenced by the challenging relationships and the attitudinal context (Fiorito et al, 2015) between medical scientists on the one hand, and management, the hierarchy, doctors and nurses on the other. Despite the historically weak and fragile subordinated professional identity of medical scientists (Cavanagh et al, 2023), there is evidence that the MSAV is attempting to strengthen this identity through collective union action around narratives that resonate with members (Lévesque and Murray, 2013).…”

“…In Australia, medical scientists are university graduates specialising in pathology which focuses on understanding the cause of disease and scientific investigations to support diagnosis (Legg and Associates, 2008). Difficulties associated with the medical science workforce in Australia have been of ongoing concern to the sector, as well as Federal and State Governments (Cavanagh et al, 2023; McGregor and Moriarty, 2003). In 2008, the Australian Department of Health and Ageing (now the Australian Department of Health) commissioned a report which noted problems of staff shortages, excessive workloads, unsociable work hours, and ‘work environments stressed with continuous driving for efficiency gains’ within public pathology services (Legg and Associates, 2008: 25–26).…”

“…Lévesque and Murray (2013: 794) call for further research into ‘the relationship between different types of capabilities and power resources in varied and dynamic settings to gauge whether and how these relationships hold in the face of the asymmetries of power on the part of the actors at play’. There is some evidence that medical scientists perceive that they are less powerful than doctors and nurses which may contribute to an identity of subordination (Cavanagh et al, 2023). The relationship between union strategy, professional identity, and narrative capabilities is complex, multi-faceted and may be recursive in nature.…”

“…In Australia, the work of medical scientists has been impacted by technological advancement and new treatments, increased consumer demands and managerialism within a context of budget constraints (Cavanagh et al, 2023; Isouard, 2012; Legg and Associates, 2008). There is evidence that this has led to growing staff shortages, excessive workloads, unsociable work hours and a lack of respect from other clinicians (Cavanagh et al, 2023; Legg and Associates, 2008). There is also evidence of growing absenteeism and labour turnover (Cavanagh et al, 2021).…”

Essential Human Resource Metrics and Analytics for Sustainable Work Environments: Literature Mapping and Conceptual Synthesis

“…Instead, it has evolved from prior research examining the influence of HR practices like selection, training, and performance management, which boasts a rich history in social sciences encompassing industrial and organizational psychology, HRM, and organizational behaviour (Falletta, & Combs, 2020). Cavanagh et al (2024) reaffirms Integrating evidence-based human resource management (EBHRM) into the LAMP Model in HR Analytics holds immense potential to significantly enhance line manager decision-making concerning rostering and ultimately support the wellbeing of all employees. This integration involves a systematic approach that encompasses several key steps: Firstly, it's crucial to grasp the fundamentals of the LAMP (Logical, Analytics, Measurement and Peformance) Model in HR Analytics.…”