Human Resource Challenges in Indian Public Health Services

Abstract

The quality, accessibility and viability of health services depend primarily on the performance of those who deliver them. Given the strong correlation between the quality of health services and job satisfaction of the health personnel, this study evaluates the problems faced by primary health care providers in India. This cross-sectional study was conducted among middle-level primary care providers operating in the National Capital Region of Delhi, to assess their perception of various issues and challenges related to human resources for health (HRH). They identified gaps in human resource (HR) staffing, training, performance appraisal and compensation, including delays in recruitment, lack of probationary training and failure to link appraisal and compensation to performance. This study contributes to the limited literature on HRH from a broader policy reform perspective, underpinned by stakeholder perspective.

Workforce problems at rural public health-centres in India: a WISN retrospective analysis and national-level modelling study

“…For instance, a typical primary health centre (PHC) should have 1 MBBS doctor and 3 nurses to serve 30 000 people in non-hilly areas [ 9 ]. Health workforce sanctioning based on demand for health services and morbidity data of various geographical regions has been increasingly advocated in recent years [ 10 , 11 ]. Against the backdrop of IPHS norms, Rural Health Statistics (RHS) 2014–15 reported high percentages of vacancy (deficit w.r.t.…”

The Influence of Organisational Culture on Employee Commitment: An Empirical Study on Civil Service Officials in Bangladesh

“…I. Kim et al, 2017). Organisational culture can be defined as a set of shared values which define the critical issues to consider within the organisation and norms which define how employees should feel and behave within the organisation (O’Reilly & Chatman, 1996; Sharma et al, 2016). Organisational culture has received significant attention in private organisations, particularly multinational corporations (Kulkarni & Mishra, 2021; Taylor et al, 2008).…”

“…Organisational culture has received significant attention in private organisations, particularly multinational corporations (Kulkarni & Mishra, 2021; Taylor et al, 2008). It has received scant attention in order to comprehend empirically the organisational culture of public organisations (Sharma et al, 2016; Sinclair, 1991). As a result, there is a risk of a lack of compassion towards the cultural characteristics of public organisations (Parker & Bradley, 2000).…”

“…In today's world, organisational culture is gaining attention as a lesser-studied factor in fostering employee commitment to the organisation (Ashikali & Groeneveld, 2015;Lok & Crawford, 2001;McCaul et al, 1995;Mueller et al, 1992; Y. I. . Organisational culture can be defined as a set of shared values which define the critical issues to consider within the organisation and norms which define how employees should feel and behave within the organisation (O'Reilly & Chatman, 1996;Sharma et al, 2016). Organisational culture has received significant attention in private organisations, particularly multinational corporations (Kulkarni & Mishra, 2021;Taylor et al, 2008).…”