Toolkit for Evaluating the Effectiveness of Human Resource Capacity Development Management in Healthcare Organizations

Abstract

Abstract: The study focuses on the fact that ensuring effective management of the human resource capacity of healthcare organizations, under conditions of increasing shortages of medical personnel, professional burnout, intensifying migration processes, and growing demands for the quality and safety of medical care, is a critical challenge at all levels of governance. Purpose. The aim of the article is to substantiate and define a toolkit for evaluating the effectiveness of human resource capacity development management in healthcare organizations, based on the integration of cyclical improvement models (PDCA, PDSA, DMAIC, FOCUS–PDCA) and organizational excellence models EFQM/TQM. Methods. The methodological framework of the article is grounded in systemic and process approaches, the concepts of total quality management and continuous improvement. The following methods are applied: critical analysis of scientific sources and international recommendations; comparative analysis of the PDCA, PDSA, DMAIC, FOCUS–PDCA and EFQM/TQM models; structural-logical modelling to develop an integrated graphical model; as well as elements of content analysis to identify key groups of HR indicators (resources, processes, intermediate and final results). Results. Contemporary approaches to evaluating the effectiveness of human resource management in healthcare organizations are summarized, and the following problems are identified: fragmentation of HR indicators; local and case-based nature of most studies; limited adaptation of existing models to contexts characterized by chronic staff shortages; and the absence of an integral model that combines human resources, HR processes, outcomes for staff, and outcomes for patients and the organization. On this basis, an integrated model is proposed in which EFQM/TQM provides the strategic and organizational context for personnel management; FOCUS–PDCA ensures an in-depth preliminary analysis of HR processes; PDCA serves as a framework for continuous improvement of HR decisions; PDSA acts as a tool for rapid testing of local changes at the unit level; and DMAIC functions as an analytical platform for identifying the causes of HR problems and designing targeted interventions. The model is complemented by a system of integrated HR indicators covering quantitative, structural, process-related and performance dimensions of human resource provision. Conclusions. The proposed integrated model for evaluating the effectiveness of human resource capacity management in healthcare organizations makes it possible to combine tools of cyclical improvement and organizational excellence with a comprehensive system of HR indicators. It can serve as a foundation for transforming theoretical approaches to the design of PDCA, PDSA, DMAIC, FOCUS–PDCA and EFQM/TQM models into practical tools for evaluating the effectiveness of human resource capacity development management in healthcare organizations.