course materials

1. Specific Human Resource Issues in the Health Workforce
Specific Human Resource Issues in the Health WorkforceSpecific Human Resource Issues in
the Health WorkforcePermalink: https:// /specific-human-r…health-workforce/ ?1.1
Learning Outcomes• Critically analyse the effectiveness of recruitment and retention
strategies;• Understand the regulatory framework for human resources management,
including employee relations, health professional regulation and workplace health and
safety;• Recognise the importance of organisational performance management strategies
related to the workforce;• Apply workforce redesign strategies to the health workforce;•
Acknowledge the importance of education and training strategies in workforce
development;• Utilise capability frameworks for identifying and developing skills levels of
the workforce; and• Understand the concept of a productive workforce and develop the
capability to improve workforce efficiency and productivity.1.2 ContentThe content of this
module will cover the following:Topic 19: Recruitment and retention strategies;Topic 20:
Employee relations issues and other regulatory issues;Topic 21: Organisational
performance management;Topic 22: Education and training;Topic 23: Developing
workforce redesign strategies;Topic 24: The purpose of capability frameworks; andTopic
25:Definitions of productivity and strategies to achieve workforce efficiency.1.3
ReadingsFor this module there are a range of readings provided. Some of the readings
provide information on the current regulatory framework for industrial relations in
Australia and for New South Wales as an example of State and Territory regulatory
frameworks and guidelines. These are readings 5.3 to 5.6 in particular. You do not need to
read the whole documents – they are there as reference material as needed for your
information and reference for the assignment.Reading 5.1 is particularly important as it
provides a comprehensive overview of the process of Human Resources Management
(HRM) in the Australian context.Readings 5.2a, 5.2b, and 5.2c are provided as examples of
recruitment and retention in a rural and remote context.Reading 5.1:Robbins, S.,Bergman,
R., Stagg, I., & Coulter, M. (2011). Human resource management. In Management (6th Ed).
Frenchs Forest, Australia: Pearson Education. Chapter 12.Reading 5.2a: World Health
Organisation (2010). Increasing access to health workers in remote and rural areas through
improved retention.Retrieved
from:http://www.who.int/hrh/retention/guidelines/en/Reading 5.2b:Moran, A.M., Coyle,
J., Pope, R., Boxall, D., Nancarrow S.A. &Young, Y. (2014). Supervision, and mentoring
interventions for health practitioners in rural and remote contexts: an integrative review
and thematic synthesis of the literature to identify mechanisms for successful outcomes.

2. Human Resources for Health, 12:10.Retrieved from:http://www.human-resources-
health.com/content/12/1/10Reading 5.2c:Morell, A.L., Kiem, S., Millsteed, M.A. &Pollice, A.
(2014). Attraction, recruitment and distribution of health professionals in rural and remote
Australia: early results of the Rural Health Professionals Program. Human Resources for
Health, 12:15.Retrieved from:http://www.human-resources-
health.com/content/12/1/15Reading 5.3:NSW Government Industrial Relations (n.d.).Good
recruitment practice.Retrieved
from:http://www.industrialrelations.nsw.gov.au/oirwww/Employment_info/Recruitment_
and_termination/Good_recruitment_practice.pageReading 5.4:Australian Human Resources
Institute (2012). The Fair Work Act: Its’ Impact within Australian Workplaces.Retrieved
from:https://www.ahri.com.au/__data/assets/pdf_file/0009/10503/Fair_work_survey_201
1-FINAL.pdfReading 5.5: NSW Ministry of Health (2013). Work Health and Safety: Better
Practice Procedures.Retrieved
from:http://www0.health.nsw.gov.au/policies/pd/2013/pdf/PD2013_050.pdfReading 5.6:
NSW Department of Industrial Relations (2010).Managing Performance. Employment
Essentials.Retrieved
from:http://www.industrialrelations.nsw.gov.au/biz_res/oirwww/pdfs/managing_perform
ance.pdfReading 5.7:Nancarrow, S.A., Moran, A.M., & Graham, I. (2013). Preparing a 21st
century workforce: is it time to consider clinically based, competency-based training of
health practitioners? Australian Health Review, 38, p. 115-117.Retrieved
from:http://dx.doi.org/
10.1071/AH13158http://www.ncbi.nlm.nih.gov/pubmed/24351806http://www.publish.c
siro.au/?paper=AH13158Reading 5.8: Laurant, M., et. al. (2010) Revision of professional
roles and quality improvement: a review of the evidence. The Health Foundation.
London.Retrieved
from:http://www.health.org.uk/sites/default/files/RevisionOfProfessionalRolesAndQualit
yImprovement_ReviewOfEvidence.pdfReading 5.9:Skills for Health Case Studies.Retrieved
from:http://www.skillsforhealth.org.uk/about-us/case-studies-section.aspxReading 5.10:
Thompson, C., Williams, K., and Masso, M. (2014). HWA Expanded Scopes of Practice
Progam National Synthesis. Centre for Health Service Development, Australian Health
Services Research Institute, Wollongong.Retrieved
from:http://ro.uow.edu.au/ahsri/374/Reading 5.11: Bohmer, R.M.J., and Imison, C. (2013).
Lessons from England’s Health Care Workforce Redesign: No Quick Fixes. Health Affairs.
November 2013, 32:11.Retrieved from World Wide
Web:http://www.ncbi.nlm.nih.gov/pubmed/24191096Reading 5.12: NSW Public Service
Commission (2013). The NSW Public Sector Capability Framework.Retrieved
from:http://www.psc.nsw.gov.au/Sector- /Capability-FrameworkReading 5.13: Appleby, J.,
Ham, C., Imison, C., & Jennings, M.(2010). Improving NHS productivity: More with the same
not more of the same. The King’s Fund.Retrieved
from:http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/improving-
nhs-productivity-kings-fund-july-2010.pdfReading 5.14: Appleby, J., Galea, A., & Murray,
R.(2015). The NHS productivity challenge: Experience from the front line. The King’s
Fund.Retrieved

3. from:http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/the-nhs-
productivity-challenge-kingsfund-may14.pdf