Study On Human Resources Allocation And Management Of MCH Institutions In Shanxi Province

ObjectivesTo investigate and seize the situation of human resource collocation of Shanxi women andchildren care institutions; To discover the inside problems in all respects and find the factorsaffecting ability of medical personnel;To further explore the way to complete human resourcemanagement mechanism; To provide referential suggestions for talents squad construction andpromote the coordination, sustainable development of the maternal and child health care.MethodsThe individual interview, group interview, structured questionnaire methods and statisticalanalysis were employed to survey the human resource of 13 MCHs. This research covers 1provincial MCH, 3 prefecture MCHs and 9 county MCHs. These institutions were chosen bydifferent economic levels and population size.SPSS13.0 Software was used for statistical analysis. Lorenz curve and Gini coefficient wasused to analysis Human health allocation on geographic distribution and populationconfiguration of fairness.ResultsThe staffing situation:l) Scale: 2007-2009, the total amount of human resource collocation ofShanxi women and children care institutions keeps the increasing standard. Taken together,provincial MCH grows more rapid than prefecture county MCH. Compare with the total workforce,personnel quota is insufficient. the Lack of 677 people in provincial MCH, the lack of 29.91 tomunicipal, the lack of county level 4.41peop1e.2009 only 53 health workers in provincialMCH(43.80%), lack of 68;an average of 18.55 people in municipal MCH(30.41%), lack of 42.45people, 90.90% less than 6lmunicipal bodies; county-level MCH 10.97(26.76%), lack of 30.03people,98.32% less than the district level institutions are 41.Posts set unreasonable, maternal andchild health institutions across the province accounted for 33.59% nurses, practicing physicians(including assistants) accounted for 48.14% or so. Agency level lower the proportion of practicing doctors, the greater the nursing staffs, appear smaller proportion of the medical proportion, nursingstaff shortages. 2) Structure: Personnel quality: In education structure, provincial agencypersonnel degree of bachelor degree or above, more than half (52.26%),master'sdegree above proportion of higher than counties obvious, municipal MCH centers average eachagency hasl.Smaster's or higher degree, the county agencies almost no master MA/PhD(0.12%). Inthe title structure, the municipal bodies and in senior positions (including Vice-high) the highestproportion of persons (12.48%),11.87% higher than the provincial bodies and district level of 3.58%;and county agencies accounted for nearly junior titles Half of the titles no more than half,significantly higher than the provincial and municipal agencies.3) Equity of allocation: the overallvolume of health human resource and the number of maternal and child care professionals is similarin equity of allocation, in which demographic equity is better than geographic equity.Management status: 1)Recruitment: The main channel for staff entering the MCH is thedistribution of national graduates (38.31%), followed by the recruitment (29.26%).Interviewsand knowledge are the most common way of evaluation for staffs accepted when entered the unit.More than half of the staffs (51.28%) enter the MCH through skills tests. The rate of educationalbackground and working attitude are 19.91% and 12.37% resistively. 2) Training: In 2009,among the number of training times, 1-2 times was the most common (35.75%), and 3-5 timeswas the next (25.34%).13.12% of staff did not receive any training. Short-term training is themainly way, and the contents are professional practice skills training, professional theoreticaltraining and moral education, whose rate are 68.33%, 65.46% and 37.41% resistively. 3) Staffassessment and promptings: The assessment standards focus on the quality of work (69.98%),the quantity of work completed (63.63%), the satisfaction of the client (55.81%) and theattendance (51.58%).The employees who get the rewards base on completed work andexamination results. But the staffs think the best way to mobilize their enthusiasm is the increaseof income (71.34%), promotion (30.32%), comfortable work environment (24.72%) and goodrelation with colleague (22.62%). The employees who get the penalty base on liability accident(37.10%) and breaking rules (32.73%).The main means are the withholding of bonuses or wage,warnings, waiting list or job transfer.Conclusions1) The health human resource in maternal and child care organization in Shanxi experiencessurplus volume and post setting is unreasonable. 2) Maternal and child care organization sustainssmaller proportion of health professionals in the overall human resource, lower academic leveland smaller proportion of senior and middle professional positions.3) The development of regional equity of allocation is unbalanced, and demographic equity is better than geographicequity.4) The employment permit system is not carried out, so bring in talent is difficult and thetalent does not stay.5) Fewer training opportunities, lack of appropriate training needsassessment; Training activities are not the system, the lack of master plan; Relatively simpleform of training, lack of interaction; Most organized continuing education, saying the majority ofpeople to participate in continuing education is mainly to education, promotion. The number andcontent of training are not high satisfaction.6) the performance evaluation is not linked withincentive mechanisms, so staff members are not satisfied with their income.CountermeasureCountermeasures and suggestions1) From government perspective: Play the role of government function, increase maternityand child health investment; Standard Maternity and child hygiene human resourcesmanagement mechanism.2) From MCH institutions themselves: Formulate relevant policies;establish the maternity and child hygiene human development long-effect mechanism; EnhanceMCH technical personnel quality by multi-channel and many forms.3) Complete human resourcemanagement system, encourage revolution human resource and allocation system, control theoverall volume of the human resource and regulate the structure appropriately.