Human Resource Management for Developing Countries

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Human Resource Management for Developing
Countries
Andy Beggs, MM Mike Devlin, MPH Richard Laing,
MD, MBChB, MSc

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Human Resource Management for Developing Countries

• Welcome and Faculty Introductions
• What is HRM?
• Course Objectives and Expectations
• Student Introductions
• Review of Course Syllabus
• History of HRM
• Wheels of Management and HRM
• Next Classes

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What is HRM?

• Michael Beer (HBS)HRM is about the challenges
  managers face in developing an effective
  organization. An effective organization is one
  that producesrequisite levels of HR outcomes
  Commitment, Coordination, and Competence.

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What is HRM?

• WHO DefinitionThe mobilization, motivation,
  development and deployment of human beings in and
  through work in the achievement of health goals,
  which is based on the essential value assumption
  that people seekcertain satisfaction from their
  work.
• Source WHO Training Manual on Management of
  Human Resources for Health, 1993.

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What is HRM?

• Processes related to the life-cycle of people
  within an organization. These include defining
  jobs, recruiting employees, training,
  compensating, motivating, evaluating performance,
  developing, and departing.
• Source Mike Trisolini, Assistant Professor,
  BUSPH.

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Why is HRM important?

• 1. Health care is heavily people-dependent (up
  to 60 - 80 of a national health budget goes to
  salaries).
• 2. The quality and efficiency of health care
  relies on care-givers.

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Municipal Health Officer with Health Worker and
Assistant Midwife at a Barangay Health Station
(Cavite Province, Philippines)
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Course ObjectivesAt the conclusion of this
course, students will be able to

• 1. Understand the concepts of HRM in health care.
• 2. Understand the importance of leadership style
  to HRM for Health.
• 3. Determine staffing needs.
• 4. Utilize HRM assessment skills and create a
  plan of action according to your needs.
• 5. Implement recruitment and retention
  strategies.
• 6. Create and implement fair rules and
  regulations.
• 7. Determine training needs and develop a
  training plan.
• 8. Provide proper communication with employees
  regarding their performance.

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Course Expectations

• Arrive to class on time.
• Come to class prepared.
• Participate!
• Tailor the course to your workplace needs and
  experiences.

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IH 830 Grading Criteria

• Class participation 20
• -participation and attendance
• Homework submissions 20
• -quality of work and application of concepts
• Issue Paper 30
• -due at start of class on April 24th.
• Issue Paper presentation 10
• Final Case Analysis
  20 TOTAL.................................1
  00

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Course Sessions

• 1. Jan 16 - Course Introduction -Andy Beggs and
  Mike Devlin
• 2. Jan 23 - Motivation and Leadership Styles
• -Andy Beggs
• 3. Jan 30 - Job Design, Selection, Recruitment,
  and Orientation. -Mike Devlin and Richard Laing

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Course Sessions (continued)

• 4. Feb 6 - Supervision and Support (on
  Skylab!) -Andy Beggs
• 5. Feb 13 - Personnel Management Rules,
  Regulations, and Practices
• -Andy Beggs
• No Class February 20th (Monday Schedule)
• 6. Feb 27 - Team Building -David Kahler, Ed.D.,
  Vice President, World Education
• ISSUE PAPER OUTLINE DUE

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Course Sessions (continued)

• No class on Mar 6 (Spring Recess)
• 7. Mar 13 - Retention and Staff
  Development -Michael Devlin, MPH
• 8. Mar 20 - HR Planning -Thomas L. Hall, MD,
  DrPH Professor, University of California at San
  Francisco
• (Note Optional computer session the following
  morning.)
• 9. Mar 27 - Decentralization and HR Development
• - Riitta-Liisa Kolehmainen-Aitken, MD, DrPH

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Course Sessions (continued)

• 10. April 3 - Performance Planning and
  Evaluation -Mike Devlin and Andy Beggs
• 11. April 10 - Training -Richard Laing
• 12. April 17 - Problem Solving
• -Andy Beggs and Mike Devlin

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Course Sessions (continued)

• 13. April 24 - Roundtable Discussion on Human
  Resource Management in Health
• ISSUE PAPER DUE
• 14 (and 15). May 1 and May 8 -
• HRM Issue Paper Presentations -Andy Beggs,
  Mike Devlin, and Richard Laing
• 16. May 15 - Final Exam, Course and Paper Review,
  and Evaluation -Andy Beggs and Mike Devlin

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Functional Areas Diagram or The Wheel of
Management
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Refer to HRM Wheel(attached to handout)
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Recent History of Management Practice

• Early 1980s
• -Macho Management (tough managers who had a
  contemptuous relationship with unions.
• Mid 1980s
• -Enlightened Management (need to manage realized
  over right to manage, team work, quality circles.
• Late 1980s
• -Human Resource Management (focus on commitment,
  quality, flexibility, and integration)
• Into the 90s
• -Human Resource Development (planning, managing
  and supporting workers at strategic policy
  levels.)
• Simmonds and Bennet Jones (1989).

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4 Main Features of HRM

• 1. Integration of personnel policies with
  strategic or business planning.
• 2. Decentralization of responsibility from
  personnel/HR departments to line managers.
• 3. Shift from management-union relations to
  management-employee relations.
• 4. Managers as enablers, empowerers and
  facilitators.

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Refer to Figure 1 - Traditional personnel
management vs. human resource management(attached
to handout)