Human resource assessment of a district hospital applying WISN method: Role of laboratory technicians

Pandey, Anuja; Chandel, Swati

doi:10.4103/2230-8598.123459

Cited by 7 publications

(10 citation statements)

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“…Due to this modelling, a system of environment communication with the organization is being studied as a latent variable that is operationalized by the cumulative interaction of three variables: assessment of human resources (Hu & Zhao, 2020;Gokalp et all., 2020;Klinck & Swanepoel, 2019;Walker et all., 2014;Pandey & Chandel, 2013;Popa & Demyen, 2012;Dadelo et all., 2012), organizational climate (Riego de Dios, 2020; Akbar et all., 2019;Gaviria-Rivera & Zapata, 2019;Nasreen et all., 2019;Berberoglu, 2018;Phua, 2018;Polat & Iskender, 2018;Naldoken & Tengilimoglu, 2017;Pozveh & Karimi, 2016) and organization's internationalization (Brymer et all., 2020;Andersson & Sundermeier, 2019;Vahlne & Bhatti, 2019;Suseno & Pinnington, 2018;Alon et all., 2018;Godos-Diez et all., 2018;Jankowska & Gotz, 2017;Chen et all., 2016;Kalvionyte & Korsakiene, 2016;Fitzgerald & Rowley, 2016;Babinska, 2013). Variables: assessment of human resources, and organizational climate were analyzed as individual factors.…”

Section: Core Elements Of a Model Of An Organization's Communication With The External Environmentmentioning

confidence: 99%

“…The research prior to this time explored the fact that an organization communicates with its outer environment, and the way this is utilized: the internationalization (Brymer et all., 2020;Andersson & Sundermeier, 2019;Vahlne & Bhatti, 2019;Suseno & Pinnington, 2018;Alon et all., 2018;Godos-Diez et all., 2018;Jankowska & Gotz, 2017;Chen et all., 2016;Kalvionyte & Korsakiene, 2016;Fitzgerald & Rowley, 2016;Babinska, 2013) as a connectivity system; the organizational climate as a system that remains responsible for the functionality of the organization (Riego de Dios, 2020; Akbar et all., 2019;Gaviria-Rivera & Zapata, 2019;Nasreen et all., 2019;Berberoglu, 2018;Phua, 2018;Polat & Iskender, 2018;Naldoken & Tengilimoglu, 2017;Pozveh & Karimi, 2016); and the assessment of human resources. The assessment of human resources an organization uses as a tool for directing the personnel's efforts to achieve the organizational objectives during the communication process (Hu & Zhao, 2020;Gokalp et all., 2020;Klinck & Swanepoel, 2019;Walker et all., 2014;Pandey & Chandel, 2013;Popa & Demyen, 2012;Dadelo et all., 2012).The previous researchers sufficiently explored the features of the constructs discussed above, but they also revealed the need for a theoretical modeling of their content's compatibility by assessing how an organization's forms and perception of itself could be important for further study of the organization's functioning principles. This importance can be discussed from at least two perspectives.…”

Section: Core Elements Of a Model Of An Organization's Communication With The External Environmentmentioning

confidence: 99%

“…Analyzing the theoretical statements describing the processes that intermediate the management of human resources and internationalization, it has been noticed that, in the process of the reception of information from the global environment and during the formation of a response to it, hypothetically, an active role is played by human resources assessment and the organizational climate (Hu & Zhao, 2020;Gokalp et all., 2020;Klinck & Swanepoel, 2019;Walker et all., 2014;Pandey & Chandel, 2013;Popa & Demyen, 2012;Dadelo et all., 2012;Riego de Dios, 2020;Akbar et all., 2019;Gaviria-Rivera & Zapata, 2019;Nasreen et all., 2019;Berberoglu, 2018;Phua, 2018;Polat & Iskender, 2018;Naldoken & Tengilimoglu, 2017;Pozveh & Karimi, 2016). Studying the human resources assessment and the organizational climate in the case of internationalization, allowed for an insight as to the information incoming from the global environment.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Rethinking a Timely Response of Human Resources to Global Signals: A Case of Organizational Reflexes

Vaitkevičius

Papšienė

Vaitkevicius

2021

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The general idea of this paper is to present a model that could explain which characteristics of the human reflex arc are inherited by the system of an organization’s human resources when they respond to a signal incoming from the global environment. The possibility of inheritance in an organization is discussed in the theories associated with Sociobiology, Biological view in Strategic Management, Reductionism, Microfoundations, and the advanced experience of inheriting neural activity that can be found in Experimental Neuropsychology. Similarity and consolidation of differences incoming from these theories allowed for the theoretical development of a Reflexes model of an organization’s human resources response to the signals from the global environment. The analysis of organizational response to the signals incoming from the global environment and its reaction to the system’s activity have shown that an organization operates very similarly to the human reflex arc. This insight allowed recognizing the human nervous system’s structure as a constituent in an organization’s decision-making system. In this paper, the model of the biological nature of the organization behavior is presented. It explains how an organization forms its reflexive competitive response to the signals incoming from the global environment.

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Section: Core Elements Of a Model Of An Organization's Communication With The External Environmentmentioning

confidence: 99%

Section: Core Elements Of a Model Of An Organization's Communication With The External Environmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Rethinking a Timely Response of Human Resources to Global Signals: A Case of Organizational Reflexes

Vaitkevičius

Papšienė

Vaitkevicius

2021

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“…From the late 1990s, the World Health Organization (WHO) provided the Workload Indicator of Sta ng Need (WISN) method to be used for estimating the number of sta ng needs based on the actual workload and forecasting the human resources required for different clinical settings in numerous countries [10]. The implementation of WHO/WISN method has been mainly explored for nurses, midwifes and physicians [11-13], while only a few studies have targeted laboratory staff [14][15][16][17]. Research on the application of the WISN method in high-volume medical laboratories could be a valuable contribution to the scarce literature on medical laboratory workers.…”

Section: Introductionmentioning

confidence: 99%

“…The use of uniform sta ng standards regardless of the type of laboratory work can create real problems in providing some laboratory services, as laboratories vary widely in many respects, including the level of healthcare in which they are integrated, their size, complexity of operations, working hours, laboratory staff quali cations, and activities.From the late 1990s, the World Health Organization (WHO) provided the Workload Indicator of Sta ng Need (WISN) method to be used for estimating the number of sta ng needs based on the actual workload and forecasting the human resources required for different clinical settings in numerous countries [10]. The implementation of WHO/WISN method has been mainly explored for nurses, midwifes and physicians [11-13], while only a few studies have targeted laboratory staff [14][15][16][17]. Research on the application of the WISN method in high-volume medical laboratories could be a valuable contribution to the scarce literature on medical laboratory workers.…”

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confidence: 99%

Use of The WISN Method to Assess the Health Workforce Requirements for the High-volume Clinical Biochemical Laboratories

Stanković¹,

Milićević²

2021

Preprint

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Background: The clinical laboratory services, as an essential part of health care, require appropriate staff capacity to assure satisfaction and improve outcomes for both patients and clinical staff. This study aimed to apply the Workload Indicators of Staffing Need (WISN) method for estimating required laboratory staff requirements for the high-volume clinical biochemical laboratories. Methods: In 2019, we applied the WISN method in all 13 laboratories within the Center for Medical Biochemistry of the University Clinical Centre of Serbia (CMB UCCS). A review of annual routinely collected statistics, laboratory processes observations, and structured interviews with lab staff helped identify their health service and additional activities and duration of these activities. The study outcomes were WISN based staff requirements, WISN ratio and difference, and a recommendation on the new staffing standards for two priority laboratory workers (medical biochemists and medical laboratory technicians).Results: Medical biochemists' and laboratory technicians' annual available working time in 2019 was 1508 and 1347 working hours, respectively, for the workload of 1,848,889 samples. In general, the staff has four health service, eight support, and 15 additional individual activities. Health service activities per sample can take from 1.2 to 12.6 min. Medical biochemists and medical laboratory technicians spend almost 70% and more than 80% of their available working time, undertaking health service activities. The WISN method revealed laboratory workforce shortages in the CMB (i.e., current 40 medical biochemists and 180 medical laboratory technicians as opposed to required 48 medical biochemists and 206 medical laboratory technicians). Workforce maldistribution regarding the laboratory workload contributes to a moderate-high workload pressure of medical biochemists in five and medical laboratory technicians in nine organizational units.Conclusions: The WISN method showed mainly a laboratory workforce shortages and workload pressure in the CMB UCCS. WISN is a simple, easy-to-use method that can help decision-makers and policymakers prioritize the recruitment and equitable allocation of laboratory workers, optimize their utilization, and develop normative guidelines in the field of clinical laboratory diagnostics. WISN estimates require periodic reviews.

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Human resource shortage in India’s health sector: a scoping review of the current landscape

Mehta,

Ajmera,

Kalra

et al. 2024

BMC Public Health

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Background For healthcare delivery to be optimally effective, health systems must possess adequate levels and we must ensure a fair distribution of human resources aimed at healthcare facilities. We conducted a scoping review to map the current state of human resources for health (HRH) in India and the reasons behind its shortage. Methods A systematic search was conducted in various electronic databases, from the earliest available date till February 2024. We applied a uniform analytical framework to all the primary research reports and adopted the “descriptive-analytical” method from the narrative paradigm. Inductive thematic analysis was conducted to arrange the retrieved data into categories based on related themes after creating a chart of HRH problems. Results A total of 9675 articles were retrieved for this review. 88 full texts were included for the final data analysis. The shortage was addressed in 30.6% studies (n = 27) whereas 69.3% of studies (n = 61) addressed reasons for the shortage. The thematic analysis of data regarding reasons for the shortage yielded five kinds of HRH-related problems such as inadequate HRH production, job dissatisfaction, brain drain, regulatory issues, and lack of training, monitoring, and evaluation that were causing a scarcity of HRH in India. Conclusion There has been a persistent shortage and inequitable distribution of human resources in India with the rural expert cadres experiencing the most severe shortage. The health department needs to establish a productive recruitment system if long-term solutions are to be achieved. It is important to address the slow and sporadic nature of the recruitment system and the issue of job insecurity among medical officers, which in turn affects their other employment benefits, such as salary, pension, and recognition for the years of service.

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Human resource assessment of a district hospital applying WISN method: Role of laboratory technicians

Cited by 7 publications

References 1 publication

Rethinking a Timely Response of Human Resources to Global Signals: A Case of Organizational Reflexes

Rethinking a Timely Response of Human Resources to Global Signals: A Case of Organizational Reflexes

Use of The WISN Method to Assess the Health Workforce Requirements for the High-volume Clinical Biochemical Laboratories

Human resource shortage in India’s health sector: a scoping review of the current landscape

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