CC BY
37https://doi.org/10.32921/2225-9929-2020-2-37-31-36 Original article
SWOT analysis of the Human Resource Management Service of Medical Organizations in Kazakhstan
Zhuldyz Baiganova 1, Raushan Magzumova 2, Nailya Delellis 3, Ainagul Tulegenova 4
1 Director of the Medical Center of Astana Medical University, Nur-Sultan, Kazakhstan 2 Professor of the Department of Healthcare Management, Astana Medical University, Nur-Sultan, Kazakhstan 3 Doctor of Health Administration Program, The Herbert H. and Grace A. Dow College of Health
Professions, USA
4 Senior Lecturer, Department of Public Health, Medical University Astana, Nur-Sultan, Kazakhstan
Abstract
Purpose of the study: to conduct a SWOT analysis of the human resource management service of medical organizations in Kazakhstan.
Methods. In this work, a SWOT analysis of the human resource management service of medical organizations in Kazakhstan was carried out using the expert method
Results. The SWOT analysis of the human resource management service of medical organizations revealed the prevalence of weaknesses over strengths by 1.25 times, and the prevalence of opportunities over strengths by 1.75 times and weak by 1.4 times.
The potential of the personnel of the human resource management service is limited by the current functional duties and legal responsibility of the personnel policy of a medical organization.
Conclusions. Implementation of the capabilities of the acquired skills of personnel management for a public health specialist will allow avoiding threats to the personnel policy of a medical organization by strengthening competencies aimed at sociology of labor, rationing of wages and recruiting personnel.
Key words: SWOT analysis, human resource management service, medical organization, public health.
Казакстанныц медицинальщ уйымдарынын адами ресурстарды баскару
Кызметше SWOT-талдау
Байганова Ж.А.1, Магзумова Р.З.2, Delellis N.O.3, Телегенова A.M. 4
1 Астана медициналы; университетiнiн медициналы; орталыгынын директоры,
Нур-Султан, 1аза;стан
2 Денсаулы; са;тау саласындагы менеджмент кафедрасынын профессоры, Астана медициналы;
университетi, Нур-Султан, 1аза;стан 3 Денсаулы; са;тауды бас;ару багдарламаларынын докторы, Гзрберта Х. жэне Гоейс А. атындагы медициналы; маманды;тар колледж/', США 4 Цогамды; денсаулы; кафедрасынын ага о;ытушысы, Астана медициналы; университетi,
Нур-Султан, 1аза;стан
Тушндеме
3epmmeydiq мацсаты: 1аза;станнын медициналы; уйымдарынын адами ресурстарды бас;ару ;ызметiне SWOT-талдаужасау.
ddicmepi. Жумыста 1аза;станнын б1'рнеше медициналы; уйымдарынын адами ресурстарды бас;ару ;ызметiнiн жумысына сарапшылы; эдiстi ;олдана отырып SWOT-талдау жYргiзiлдi.
НэтижеЫ. 1аза;станнын медициналы; уйымдарынын адами ресурстарды бас;ару ;ызмет1'н SWOT-талдауы нэтижеанде эла'з тустардын мы;ты тустардан 1,25 есе квп екендiгi жэне мYмкiндiктердiн мы;ты
факторлардан 1,75 есе, ал элс/'з факторлардан 1,4 есе квп екендг аныцталды.
Адами ресурстарды басцару ;ызмет1н1н цызметкерлер/'н/'н потенциалы вздернщ цолданыстагы кэаби ;ызметт1к м/'ндеттер/'мен жэне олардын медициналы; уйымнын кадрлы; саясатынын аясындагы занды; тургыдагы жауапкерш/'л/'г/'мен шектелген.
Цорытынды. Когамды; денсаулы; са;тау саласынын мамандарынын адами ресурстарды басцару бойынша игерген дагдылары олардын енбек социологиясына, енбекацыны цалыптандыру мен персонал рекрутинг1не багытталган цузыреттт/'г/'н kyшейту ар;ылы медициналы; уйымнын кадрлы; саясатын онтайландыруга жол бередi.
ТYйiн свздер: SWOT-талдау, адами ресурстарды басцару, медициналы; уйым, цогамды; денсаулы; са;тау.
SWOT-анализ служб управления человеческими ресурсами медицинских организаций
Казахстана
Байганова Ж.А.1, Магзумова Р.З.2, Delellis N.O.3, Тулегенова А.М.4
1 Директор Медицинского центра Медицинского университета Астана, Нур-Султан, Казахстан 2 Профессор кафедры менеджмента в здравоохранении Медицинского университета Астана,
Нур-Султан, Казахстан 3 Доктор по программе управления здравоохранением, Колледж медицинских профессий
им. Герберта Х. и Гоейс А. Доу, США 4 Старший преподаватель кафедры общественного здоровья Медицинского университета Астана,
Нур-Султан, Казахстан
Резюме
Цель исследования: провести SWOT-анализа служб управления человеческими ресурсами медицинских организаций Казахстана.
Методы. В работе был проведен SWOT-анализ служб управления человеческими ресурсами медицинских организаций Казахстана с использованием экспертного метода.
Результаты. SWOT-анализ служб управления человеческими ресурсами медицинских организаций выявил преобладание слабых сторон над сильными в 1,25 раза, и преобладание возможностей над сильными факторами в 1,75 раза и слабыми факторами в 1,4 раза.
Потенциал сотрудников служб управления человеческими ресурсами ограничен действующими функциональными обязанностями и юридической ответственностью кадровой политики медицинской организации.
Выводы. Реализация возможностей полученных навыков управления человеческими ресурсами специалисту общественного здравоохранения позволит избежать угроз для кадровой политики медицинской организации путем усиления компетенций, направленных на социологию труда, нормирование оплаты труда и рекрутинга персонала.
Ключевые слова: SWOT-анализ, управление человеческими ресурсами, медицинская организация, общественное здравоохранение.
Corresponding author: Zhuldyz Baiganova, Director of the Medical Center of Astana Medical University, Nur-Sultan, Kazakhstan Postal code: 010000
Address: Nur-Sultan city, Beybitshilik Str., 49 а Phone: +7 (7172) 444 138 E-mail: [email protected]
J Health Dev 2020; 2 (37): 31-36 UDC 61:331.108; 614.253 Recieved: 12-02-2020 Accepted: 25-05-2020
Introduction
The organization of labor is a developed system of interaction of workers with the means of production, their relationship in the labor process, organization of workplaces that meet all the necessary requirements and their maintenance, the use of rational techniques and methods of labor, reasonable standards of labor standards, its payment and qualification requirements for personnel [1-3].
In the conditions of market relations, the relevance of the effective organization of labor increases in connection with the development of a competitive environment between medical organizations. The efficiency of labor, based on
Materials and methods
Based on the collected indicators of an objective and subjective nature, we compiled a summary table of a SWOT analysis of the human resource management service in medical organizations in Kazakhstan. This method of analysis made it possible to structure indicators into strengths and weaknesses, to form opportunities and threats when planning the work of a given structural unit for a medical organization as a whole. The study included such medical organizations as the National Center for Motherhood and Childhood, the National Center for Neurosurgery, the Republican Diagnostic Center, as well as city polyclinics №1 and №6 of Nur-Sultan.
Further, to rank and evaluate the factors we obtained, an expert method was carried out. The methodology for assessing the competence of
Expertise levels according to our methodology:
- 0.9-1.0 - very high;
- 0.7-0.8 - high enough;
- 0.5-0.6 - satisfactory;
- 0.3-0.4 - low;
- 0.1-0.2 - very low.
In our case - 0.74, which corresponded to a fairly high level. The expert method in the study was used in the SWOT analysis of human resource management services of medical organizations.
increasing its productivity, improving the quality of goods and services produced, is gaining increasing importance [4, 5].
The competitive lag of most domestic enterprises from foreign ones is directly related to ineffective labor organization in production processes. First of all, this is the lack of financial resources for the modernization of jobs, rationalization of labor methods, an outdated regulatory framework for labor costs and many other factors.
Purpose of the study: to conduct a SWOT analysis of the human resource management service of medical organizations in Kazakhstan.
experts was carried out according to two formulas of competence:
1) the coefficient of the expert's qualification level K = 2M + T / 3;
2) the coefficient of scientific and qualification authority of an expert, which corresponded to values from 0.1 to 1.3.
In this technique, additional coefficients are used - the use of the techniques by the expert, and the expert's awareness, but taking into account the specifics of our study, we did not use them, since we chose experts in the field of health care management as experts, namely, the heads of medical organizations (Table 1), who agreed for participation and having managerial experience of at least 5 years. The group of experts is stable n = 3.
To calculate quantitative indicators, we used the calculation of the parametric index Ps (Table 2).
This manuscript is a fragment of the dissertation research of the author Zhuldyz Bayganova. on the topic «Improving the model of the personnel department of a medical organization» for a PhD degree in Public Health. The research protocol was approved at a meeting of the Local Commission on Bioethics of Astana Medical University.
Table 1 - Assessment of the competence of experts, n = 3
Index coefficient Experts Middle
1 2 3
Work experience 1 1 0,8 0,92
Qualification 0,3 1,1 0,8 0,56
Total 0,65 1,05 0,9 0,74
Results
When analyzing the compiled table 1 by a qualitative method, we see that the overwhelming number of collected indicators represents the capabilities of human resource management services. These indicators are compiled from the
current functional capabilities of employees of human resources management services operating in Kazakhstan, as well as the legal capabilities of medical organizations operating with the rights of economic management (Table 2).
Table 2 - Indicators of the strengths, weaknesses of the personnel department of medical organizations, opportunities and threats.
Calculation of the parametric index with the participation of experts (n = 3)
Factor ri C Wi Ai Pi Ps
1 2 3 4 5 6 7
Strengths
Employee experience 3 0,11 4 0,510
Age of employees, 38-45 years 6 0,14 4 0,582
Stable staff in the HR department, positive atmosphere 5 0,18 5 0,910
Well-established communications between staff 4 0,014 0,02 3 0,055 3,2
Normative legal acts in personnel management in the Republic of Kazakhstan 7 0,16 5 0,819
Social and state demand for specialization of the organization 2 0,11 4 0,437
Competence of personnel of medical organizations 1 0,07 4 0,291
Weaknesses
No level of professional competence of an employee of the HR department 5 0,05 4 0,2
Personnel assessment indicators have not been developed for transparency of incentives (motivation) 6 0,09 0,06 4 0,24 3,0
Staff turnover in a medical organization 12 0,12 3 0,36
High workload of medical personnel 4 0,04 2 0,08
Functional duties and responsibilities of personnel are not optimized 3 0,03 4 0,12
Scientific organization of labor is not used 11 0,11 4 0,44
Working conditions are not analyzed 13 0,13 3 0,39
Indicators of learning outcomes and its effectiveness are not analyzed 7 0,07 5 0,35
Labor satisfaction indicators are not analyzed 10 0,10 5 0,5
Social support of staff (transparency) 14 0,14 3 0,42
Opportunities
Retention of personnel of medical organizations (reasonable proposals for solving the problem) in this medical organization 5 0,005 0,03 5 0,15 3,5
Improving the psychological climate in medical organizations 8 0,048 5 0,24
Justification of load factors of medical personnel 7 0,042 5 0,21
Cooperation with local executive bodies (training, social issues) 6 0,36 5 1,8
Participation in scientific conferences, publications 3 0,018 4 0,072
Team building 4 0,024 4 0,096
Responsibility for recruiting 2 0,012 4 0,048
Study of the working conditions of health workers 1 0,006 5 0,03
Studying the effectiveness of employee training 18 0,108 3 0,324
Analysis of employee jobs 13 0,078 3 0,234
Strategic planning of personnel of medical organizations 14 0,084 4 0,336
Assessment and analysis of the implementation of the personnel strategy of a medical organization 9 0,054 3 0,162
Management decisions in personnel policy within a medical organization 11 0,066 2 0,132
Responsibility for the quality of medical services (staff training, professional and communication skills) 15 0,09 2 0,18
Continuation of table 2
Factor ri C Wi Ai Pi Ps
1 2 3 4 5 б 7
Threats
Quality of medical services 4 0,07 5 0,35
Staff turnover 3 0,05 4 0,2
Image of a medical organization 2 0,04 4 0,16
Inertia of employees 1G 0,016 0,18 4 0,72 4,5
Lawsuits 7 0,13 4 0,52
Public complaints 8 0,14 4 0,56
The turnover of professional staff in a private structure 9 0,16 4 0,64
In general, the SWOT analysis of the department of human resources of medical organizations revealed the prevalence of
weaknesses over strengths by 1.25 times, and the prevalence of opportunities over strengths by 1.75 times and weak by 1.4 times.
Discussion
Threats prevail in the management of the personnel of medical organizations, in particular, this is a decrease in the image of a medical organization and an increase in staff turnover, which results in an unstable team and, accordingly, a decrease in trusting interpersonal relations.
Business appraisal of personnel is a rather complicated methodological and organizational work. First of all, it should be noted that a single universal methodology suitable for solving the entire complex of tasks facing the assessment of personnel simply does not exist and is hardly possible. There is no generally accepted assessment methodology abroad. For this reason,
most often enterprises are forced to develop an assessment program, including the methodology for its implementation, on their own or to rework standard recommendations, use the experience of other enterprises and organizations (adapting it to their goals, time and financial capabilities) [5,6].
As part of our early research, we analyzed the performance of public health professionals employed in human resources services of medical organizations and revealed the effectiveness of work, both economic (increased funding through paid services), social (decreased staff turnover), and medical (decreased number of complaints from population on the quality of medical care) [7].
Conclusions
The potential of employees of human resource management services is limited by the current functional responsibilities and legal responsibility of the personnel policy of a medical organization.
Implementation of the capabilities of the acquired skills of personnel management for a
public health specialist will allow avoiding threats to the personnel policy of a medical organization by strengthening competencies aimed at sociology of labor, rationing of wages and recruiting personnel.
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