In any given society, the role health sector plays are vital; hence, there is the need for strategies to be incorporated to enhance efficiency level in the system. The management of healthcare organizations needs to lay strategies which ensure that the resources in the enterprise are capitalized entirely for productivity in the organization. Human resource in organizations proves to be critical in the mobilization of other resources such as financing and capital resources. In this article, a model for strategic management of human resource in the health sector will be discussed. The model will attempt to link up variables in the health organization with the human resource to enhance the output level in the firm. The outputs in the health sector represent quality and affordable healthcare services to clients, while productivity in the organization is reflected through an increase in revenue.
According to the model, the total financial resources of the organization are split between the capital and recurrent expenditure (Kabene, Orchard, Howard, Soriano, & Leduc, 2006). The capital expenditure caters for the initial investment, which is the cost of buildings and machinery; and the training of health workers. The trained health workers represent the human resource of the organization since the skills they acquire from the training prove to be an asset since the returns are gained through the high quality services they deliver. On the other hand, the recurrent expenditure caters for labor cost and other maintenance costs such as repairs and operational costs. The workers’ wages and salaries are paid via the recurrent expenditure. Employees are motivated by the earnings they receive from delivering their services; hence, a proper appreciation of their efforts enhances their effectiveness in the organization (Gobind, 2014).
However, both human and physical resources reach a certain point where they become obsolete and less productive. In the human resources, this is the retirement period, which calls for letting go of such workers. Physical capital, on the other hand, depreciates and losses value; hence, calls for replacement.
Below is a representation of the interrelation of health care inputs, the expenditure, and output to be expected via a model:
Training of workers Human resource
Initial investments
Capital
Total financial resources OUTPUT
Recurrent labor cost Physical capital
Maintenance and repairs
References
Kabene, S., Orchard, C., Howard, J., Soriano, M., & Leduc, R. (2006). Human Resources For Health, 4(1), 20. http://dx.doi.org/10.1186/1478-4491-4-20
Gobind, J. (2014). Strategic human resource management: A brief introduction. SA J. Hum. Resour. Manag., 12(1). http://dx.doi.org/10.4102/sajhrm.v12i1.611
