Healthcare Resource Management Analysis

Introduction

Concept of Resource Management

Resource management allows organisations to optimise people by delivering an understanding of their workload, availability, project time conditions, and skills. Associations can equip their leaders based on the need to correctly and equitably assign tasks to the proper resources. In addition, human resources in healthcare professionals have an important function in creating programs that increase patient fulfilment and promote favourable results (Liu, Bartram and Leggat, 2020). This includes developing reward and bonus strategies that align pay with implementation advancements and patient outcomes. Healthcare HR management in the context of healthcare includes recruiting, training, and retaining skilled professionals (Witter et al., 2020). Resource management is based on the aspects of employee satisfaction, staff performance and following treatment guidelines. In the present condition, positive human resource intervention is important to mitigate the problems of staff shortages and burnout that also impact the quality of patient care.

Importance of Resource Management in Healthcare Organisation

The resource management is more effective for the healthcare organisation by serving better staff care and minimising waste more effectively for improving crisis control. As stated by Hampel and Hajduova (2023), the requirement of human resources addresses changes in the healthcare sector by managing staff in increasing adaptability and development of the medical personnel capacity by raising improvement in services. The resource maintenance foster better improvement in the healthcare organisation by addressing smoother workflow by improving lower satisfaction among health professional. The current status related to human resource maintenance in healthcare sector endure planned allocation related to staff maintenance, right selection of staff and managing raw materials. As stated by Onwujekwe et al. (2018), the financial feasibility in the healthcare sector in term improves the cost control process by addressing benefits related to health packages by forecasting on future conditions. Addressing improvement related to crisis, as a strong resource management plan is more efficient encountering smooth exertion. The additional benefits related to proper resource maintenance by the healthcare sector in term reduce errors by focussing on staff satisfaction that has been carried out through efficient treatment processes. Thus, resource maintenance encounters positive as real as negative impact by analysing financial stability in the healthcare sector.

Purposes of essay

The main purpose of the research is to identify the key different types of resource management issues of healthcare organisations. In addition, the issue also be interrelated with its impact in smooth practice of healthcare operational activities in an effective manner. The three different types of evidence based factors such as policy, framework and strategies are also discussed that diversify the key issue of resource management in an effective manner. Therefore, the study aims to highlight their impact on organisational efficiency and patient care by analysing references, policies and strategies related to resource allocation. In addition, it improves practice management resources and promotes sustainable healthcare practice by exploring key financial and business skills.

Identification of the issue associated with resource management activities faced by healthcare organisations

The issues faced by the healthcare organisations relate to the problems associated with human resource and management of raw materials required for the smooth completion of the business operations. As stated by Qin et al. (2023), health organisations face HRM issues that are concerned with lack of proper incentives and inhuman working conditions. The problems related to human resource management strains the relationship between the employees and the company that also lowers the quality of the services provided to the customers. On the other hand , the resource management issues faced by the healthcare organisations relate to inadequate availability of raw materials namely medicines and other facilities in the form of emergency ambulance services (Cooke, Dickmann and Parry, 2020). The absence of adequate resources causes curtailment in the operational process and lowers the goodwill of the healthcare organisations among patients. Overall, the issues mentioned above play an important role in hampering the quality of the services provided to the patients by the healthcare organisations.

Top UK Assignment Samples

Critical analysis of the framework, policy and strategies used to overcome the resource management issue

Application of Framework encountering resource management issues 600

Lean framework in Healthcare

Figure 1: Lean framework application

(Source: Prado-Prado et al., 2020)

The adopting framework of lean management in healthcare practice is also helpful in eliminating waste, improving processes and increasing patient value (Prado-Prado et al., 2020). It aims to make operations more efficient and reduce costs while maintaining quality. Lean Healthcare supports its effectiveness and also controls the key operational cost of healthcare to ensure a higher engagement of patients. For instance, the Virginia Mason Medical Centre in Seattle implemented Lean principles and achieved remarkable results that resulted in reductions in waiting times, operational costs and medical errors (Rosa et al., 2021). The key aspect of Lean principle also assists evidence from healthcare providers and patient feedback that shows improvements in patient satisfaction score and delved towards better management front care staff. In 2023, the consumer satisfaction score for ambulance care in the United States was 81 out of 100, up four points from the previous year due to adoption of exuberant strategies in healthcare practice (Vankar , 2023).

Figure 2: Patient satisfaction score

(Source: Vankar, 2023)

In another hand, studies have shown that lean methods used in surgical wards and hospitals can reduce the average length of stay (LOS) from 22.9 days to 12.5 days after an intervention (Zepeda-Lugo et al., 2020). Overall, this improvement optimises operational utilisation rates, reducing underutilization costs and increasing resource efficiency with maintaining long-term sustainability.

Activity-Based Costing (ABC)

The application of the activity-based pricing method in the healthcare organisation ensures the acquisition of knowledge regarding the value of each step involved in the treatment process of the patients. In addition, the evaluating  expenses involved in each operational step also be determined through the activity- based costing method. As a result, it is also helpful to determine the probable cost involved in each operation carried out by the organisation for providing quality services among patients (Florea et al., 2023). Activity-based costing helps in increasing knowledge regarding the cost of surgical instruments and hospital beds efficiently, that also assists in the calculation of  the total expenses involved in the treatment process. On the other hand, the use of activity-based costing methods in the healthcare sector is also carried out to evaluate the wages and salaries paid to the staff working in the company (Borges, Maria and Silva, 2024). Overall, the costing method evaluates the efficiency of the human resource department of healthcare companies in managing its employees efficiently.

Figure 3: Activity-Based Costing

(Source: Durán and Durán, 2018)

Evidence-Based Practice

Evidence-based practice involves integrating the most suitable available evidence, clinical knowledge, as well as patient importance and possibilities. This also includes the patient as well as client administration, procedure management, and health guideline decision-making. Tools contain clinical care points with evidence syntheses, clinical practice guidelines, and systematic studies of basic research related to specialised biomedical databases (Stefano Mancin et al., 2023). Evidence-based practice (EBP) is utilised to create determinations aimed at enhancing the health of patients. Evidence-based practices are considered a beneficial process for mitigating problems in clinical and healthcare settings by delivering the right treatment method to experts.

Figure 4: Evidence-based practice framework

(Source: Schreiber, 2024)

On the other hand, the approach is useful to carry improvements in decision-making and optimised resource allocation as well as positive outcomes for patients. This process works on applying evidence by reviewing the best available resources in a specific organisation. In this context, evidence-based practices help to reduce the extra cost along with ensuring the proper use of resources to generate high-quality treatment (Melnyk et al., 2023). The purpose of introducing the evidence-based practice (EBP) paradigm is to ascertain the patient’s requirements for developing a clinical query. In this stage, the patient is assessed to ascertain the severity of their ailment, their values and opinions, as well as their priorities and particular settings.

Strategies to improve resource management issues

Developing proper workforce planning in avoiding overstaffing

In the current competitive era, strategic workforce planning is more effective by forecasting the demand of the workload based on addressing seasonal trends. As stated by Morciano et al. (2020), the impact of strategic planning in the healthcare sector plans to invest more on healthcare research by encountering responsible budgets in addressing healthcare challenges. For example, NHS staff invest more on workforce training, appropriate staffing are more effective in maintaining patient needs that have been carried out based on through” evidence based workforce plan” (NHS , 2022).

Developing the proper employee retention strategy by the NHS by carrying out a productive workforce enabling equitable access to staff maintenance. The staff scheduling optimisation in the healthcare sector through application of technology in term improves the staff volume by utilisation of technology in improving contract needs. Based on workforce planning, WHO has projected to decrease its workforce by about 10 million by 2030 leading to a curry out analysing the income of the apple (World Health Organization, 2019). In some countries, challenges faced by the universal workers in managing the workforce encounter issues related to budgetary constraints and unemployment hamper the productivity of the workers. Thus, the impact of these strategies in term improve patient needs by addressing employee needs by reducing staffing.

Get Assignment Help for Top Subjects

Investing more development and training evolving healthcare needs

The provision of training and development programmes by healthcare organisations is essential for ensuring the development of skills of the employees in making judicious use of the operational resources. For instance, the NHS has invested £22 billion in the provision of the Multi-Professional Education and Training Investment Plan (METIP) for the benefit of the employees (NHS, 2021). The training programme organised by NHS has been directed towards improving the skills of the employees in medical, dental and nursing activities In addition to the enhancement of knowledge regarding various operational activities taking place in the NHS, the Multi-Professional Education and Training Investment Plan (METIP) also provides clinical placements to post-graduates in various hospitals and nursing homes prominently (NHS, 2021). The MTIEP programme provides training and development to around 240,000 employees across the healthcare sector of the UK efficiently (NHS, 2021) Overall, the METIP programme helps the NHS ensure a consistent supply of a skilled workforce and efficiently mitigates the human resource management issue for the organisation.

Allocation of budget for carrying out regulated use of financial resources

The healthcare sector in the rapidly changing market has developed a comprehensive budget by anticipating g revenue to improve efficiency in business. As stated by Arifin (2022), limited resource utilisation becomes the key issue that in term improves the patient care. The infrastructural development in the healthcare sector has been carried out through budget allocation by application of the proper equipment facilities in term improve quality of care. For example, strategic investment towards the future of NHS on top healthcare staff by depending on cutting edge encounter improvement in healthcare (Government of UK , 2020). Navigating with new requirements in the NHS by primarily focusing on innovative development in the treatment process increases transparency in healthcare. The strategic allocation of funds in term encounters benefits by application of “public health initiatives” more effective in addressing disease maintenance. The allocated budget in term improves quality care of the healthcare sector by carrying out cost control measures through cost control measures. The NHS in term improves the public health initiatives by improving the healthcare inequalities by setting out a long term treatment process in delivering ultimate patient care.

Incorporation of policy to overcome the resource management issue 600

Integrated Care Systems (ICS) Development

Figure 5: Integrated Care System for improving resource management

An Integrated Care System (ICS) is a collaboration between care organisations such as NHS trusts and regional authorities. These organisations work together to deliver shared supervision, speed up patient diagnosis and therapy as well as reduce costs and administrative burdens. Resource management in the concept of ICS is an important part of healthcare, as it instantly affects the quality of supervision delivered to patients (Sanderson et al., 2023). Useful resource management ensures that healthcare experts have the instruments, supplies, personnel, and structures necessary to provide convenient and effective care. Integrated care systems (ICS) are considered an important policy for managing resources in collaboration with health services and reducing duplication. The average number of people covered by the ICS is approximately 1.5 million individuals (Fraser, 2022). But the coverage is vast: the least includes just over 500,000 inhabitants, while the most extensive includes more than 3 million individuals (Fraser, 2022). For example, it was observed that the Greater Manchester ICS process has benefited hospital discharge as well as ensures that patients obtain timely community care (NHS Digital, 2024). On the other hand, this has optimised the resource problems and improved the outcome of patients.

Digital Health Integration

The long term plan of the NHS in adopting digital health integration is also helpful to reduce the key resource management issue and reduce the higher dependency of employee accessibility in regulating healthcare activities. In addition, this policy aims to improve the visibility of data, reduce the duplication of tests and improve the coordination of care. Apart from standardisation of care, the digital health integration framework is also able to control the financial outflow of the operational system of healthcare. For instance, the average revenue per user (ARPU) of use of digital healthcare adoption is also US$54.83 (Statista, 2024a). The United States also be lead with US$37,480.00m in revenue, and Digital Treatment & Care will be the largest segment, generating US$64.03bn from the healthcare unit (Statista, 2024a). Therefore, this increasing trend of financial outcome also ensures the successful implementation of the digital health integration framework in the healthcare system.

Figure 6: User influenced by digital health integration system

(Source: Statista, 2024b)

The global “Users by Market” metric for the digital health market was predicted to grow steadily by 0.9 billion users (+27.86 percent) from 2024 to 2028 (Statista, 2024b). After a tenth consecutive year of growth, the figure is estimated to reach 4.09 billion users and thus a new peak in 2028 (Statista, 2024b). Therefore, use of digital health integration also successfully improves access to care by engaging a wider number of patients without depending on the coordination care system associated with front care staff in organisation.

National Standardisation Frameworks

The National Standardization Framework has been designed to protect the interest of the employees working in the healthcare sector and evaluate the steps taken by companies in enhancing the safety of the staff. In the current scenario, numerous healthcare organisations have taken adequate steps in overcoming staff-related issues and erasing the maintenance of organisational harmony. For example, in the NHS, the management has carried out an investment worth “£1 billion for providing proper training to its employees on nursing activities (NHS, 2024). On the other hand the NHS has also provided its employees 27 leaves in a year that excludes bank holidays and has also implemented 37.5 working hours in a week for its workforce (NHS, 2018). The benefits provided by the NHS to its staff has increased the workforce of the enterprise in recent years. For instance, the number of staff present in the NHS excluding doctors has increased from 294000 in 2022 to 299000 in 2023 (Statista, 2023). The rise in the workforce of the NHS has been attributable to the employee management approach adopted by the organisation. Overall, the adequate benefits provided by the NHS has resolved employee related issues efficiently.

Figure 7: Workforce of NHS

(Source: Statista, 2023)

Critical evaluation of financial and commercial skills associated with resource management issues and their impact on the healthcare organisation

Impact of financial skills for addressing resource management issue

The impact of the financial skills help in carrying out the resources management issue in terms of improving efficiency in the healthcare sector through proper budgeting. and through improving decision making. In order to carry out resource management issues, effective planning of the budget for the healthcare sector. As stated by Bialowolski et al. (2021), financial safety is associated with mental health by allowing employees with proper counselling to encounter a positive work environment. Although, the healthcare sector by reducing debt in term avoids the overall borrowing and preventing long term saving has been addressed through informed decision making. The financial skills become beneficial for the employees by analysing the employee absenteeism in term hampers the overall reputation of the business. As stated by Paiva, Dalmolin and Santos (2020), employee absenteeism in the healthcare sector faces issues related to high emotional burden leading to mental harassment.

Attracting the right talent, by encountering effective resource allocation that in term increases engagement. For example, LivaNova PLC attracts the right financial talent by keeping employees valued and more focus on proactive recruitment strategies in encountering innovation in business (LivaNova PLC, 2022). The financial skill of employees in term improves the healthcare sector by addressing the big picture regarding cost maintenance. This in term leads to employee engagement by addressing improvement in the healthcare sector to improve operational efficiency in the business. For instance, the NHS has certain consequences to recover debt by addressing improvement in the treatment process that has been carried out through repayment plans regarding certain circumstances (Government of UK , 2022). The financial skill in term improves the business resources by setting realistic goals through informed decision making by reducing unexpected expenses. The company invests more on “ financial literacy” by providing proper guidance engaging productive maintenance by motivating staff.

The acquisition of financial knowledge among the healthcare employees play an important role in the efficient resource management activities carried out by the organisation. In the current market situation, healthcare organisations across the globe are taking effective steps in improving the financial skills of its existing employees and hiring new staff for ensuring the efficient management of its economic status. For instance, Abbott Laboratories have appointed a new CFO and made significant changes in its finance team to ensure efficient management of its economic resources (WSJ, 2023). The appointment of a new CFO has been announced by Abbott due to the retirement of its existing personnel. Overall, the reshuffling carried out by Abbott has helped the company in handling uncertain market situations efficiently.

As stated by Wishnia and Goudge (2021), the consistent shuffle in the financial team of the organisation provides the company with the opportunity of inducing new talent within its work culture that in turn assists firms in acquiring viable techniques of handling monetary business requirements efficiently. In the UK, healthcare organisations have extensively provided financial training to its staff for ensuring efficient management of its resources. For example the NHS has initiated a financial training programme that has been formulated under its Graduate Management Scheme for enhancing the knowledge of its managers for fulfilling the monetary requirements efficiently (NHS, 2015). Overall, the initiatives undertaken by the healthcare organisations in improving the financial skills of its employees has associated companies in managing its operational resources prominently.

Impact of commercial skills for addressing resource management issue

Improvement in efficiency and cost-effectiveness

A cost-effectiveness study supports identifying methods to reallocate resources to acquire proper treatment. This shows not only the usefulness of resource allocation from inadequate to adequate interventions but also the usefulness of resource allocation to less cost-effective processes. The average expected efficiency for hospital wards was 0.83, meaning that society clinics could lower the operational expenses of providing services in geriatric wards by an average of 17% if efficiency is consistent with best practice (Young et al., 2020). Commercial skills are considered beneficial for health managers in order to allocate resources with the help of data-driven approaches and performance metrics.

Figure 8: Efficiency and cost-effectiveness significance

This process is useful for allocating the resources in areas where needed to develop positive outcomes. Commercial expertise in the process of the hospital supply chain is useful for better control of inventory with allocating supplies for critical patients (Mehrotra et al., 2020). In future, this would lower the operational cost and enhance the quality of care. On the other hand, cost-effective nursing needs a detailed harmony of resources, ethical concerns, and a coordinated approach where the healthcare unit constantly assesses consequences and expenses. The purpose of efficient health care is to deliver appropriate and necessary testing and therapy for quality care while reducing the waste of resources (Al-Jaroodi, Mohamed and Abukhousa, 2020). Healthcare associations must consciously control all assistance to complete the most efficient usage of general resources.

Enhancement of financial management and patient care

The inculcation of financial management in healthcare activities is essential for ensuring a continuous supply of operational resources that ensure the smooth execution of the treatment process. In the global healthcare sector, companies are initiating business tie-ups with other institutions to meet financial requirements efficiently. For instance, GSK has sold its stake held in a healthcare company named Haleon worth 1.25 billion pounds to enhance the value of its existing funds (Economic Times, 2024). GSK has sold off its stakes with the intention to accumulate funds for manufacturing vaccines used for overcoming cancerous diseases. On the other hand, AstraZeneca has planned to enhance the value of its revenues to $80 billion by 2030 by enhancing the efficacy of its oncology division and manufacturing 20 rare medicines that are capable of overcoming cancerous diseases (Kiderlin, 2024). AstraZeneca also expects that the value of the rare medicine manufactured by the company in the next five years will reach $5bn by 2030 and increase the goodwill of the enterprise (Kiderlin, 2024). The announcement made by AstraZeneca regarding its forecasted revenue had aided the company in witnessing improvements in the value of profits across its business units. In the United States, AstraZeneca witnessed an uptrend in the value of its profits from $17bn in 2022 to $19bn in 2023 (Mikulic, 2024). Overall, the steps initiated by healthcare organisations across the globe in essentially managing their financial requirements have helped in resolving issues related to resource management issues efficiently.

Figure 9: Revenue of AstraZeneca across its business units

(Source: Mikulic, 2024)

Alignment of case studies demonstrated effective leadership criteria

Case study 1: AstraZeneca address organisational changes based on R&D

AstraZeneca carries out organisational changes by encountering transformation in the business through an advanced treatment process. The success rate in AstraZeneca is about 6% that has been carried out through clinical investigation encountering advanced trials (AstraZeneca, 2023). Within Five years, the company upheld the investigation process through pre pre-clinical treatment process to address the latest transition in the science and in therapeutic science. AstraZeneca invested about $300million in clinical trials by providing lifesaving therapy in order to meet current demand based on disease prevention. The success rate of the company encounters integration of technology by enabling it to focus on transformative treatment processes that in term improve the overall revenue of the business(AstraZeneca, 2023). AstraZeneca has encountered improvement in talent acquisition strategies in India by analysing the full strength of employees based on addressing their innovation process. Maintain healthy work life balance by choosing the right employees and endure skill development to address changes in the business. Although, the company encounters productivity by addressing improvement in laboratory treatment process and disease discovery process encounter employee engagement. The company has carried out possibilities related to remote work by encountering flexible working more effectively in encountering success.

Case study 2: Human resource management framework and components in a healthcare environment

The objective of this paper is to create a reference framework for improving health assistance using an adequate human resource management strategy. The case study emphasises the necessity to investigate HRM approaches in healthcare and offers better methods to gain greater patient fulfilment. The suggested framework consists of several components of inputs, which include worker qualifications, human resource planning, employment analysis, recruitment, appointment, advantages, wages and salaries, jobs as well as human relations (Ramadevi et al., 2024). This involves focusing training and development on healthcare techniques and products that include quality, expense, technology and accountability, guiding patient fulfilment (Ramadevi et al., 2024). The essential skill of healthcare workers to provide high-quality care to patients is the development of human resources. In this context with proper workforce expansion, healthcare institutions can deliver quality assistance to patients (Ramadevi et al., 2024). It is developed to promote training and development at both personal and administrative levels and promotes harmony between the “health worker” as well as the “health system” (Ramadevi et al., 2024). On the other hand, this case study is a novel endeavour as there has been little previous analysis of the HRM framework for health procedures and assistance.

Case study 3: Pfizer adopts 500 job cuts in its business units in the UK

Pfizer has implemented job cuts in its business operations carried out in Kent, United Kingdom. The layoff initiated by Pfizer has affected 500 employees working in Kent for the organisation (Livemint, 2023). In 2023, Pfizer also carried out a reduction in the operational cost worth $3.5bn to ensure the availability of adequate funds and to manufacture rare medicines efficiently (Livemint, 2023). The layoff initiated by the organisation has caused uncertainty among the employees over the job safety of the workers and adversely influenced the productivity of the company. The value of the revenue achieved by Pfizer declined by $58.5bn due to the implementation of a cost-cutting programme by the enterprise (Constantino, 2024). Overall, the job cuts practised by Pfizer had lowered the productivity of the organisation extensively.

Reflection

Reflection of different resources management strategies applied in own practice

Based on the above analysis, it has been stated that three issues related to human resource management have been a critical reason behind the decline in the revenue of the global healthcare industry. In the current scenario, the pharmaceutical companies have taken adequate steps in overcoming employee related issues efficiently. For instance, the NHS has increased the basic salary of its employees from £29,300 to £32,300 in 2024 (NHS , 2024). The increase in the salary of the employees of the NHS has been considered as a reward for the efforts made by the workers in meeting customer needs during the pandemic situation. On the contrary, the implementation of job cuts in UK healthcare organisations has strained the relations between the employees and the management that has led to decline in productivity of the enterprises. The layoff practised by Pfizer has been an evidence of the Human Resource Management (HRM) problems faced within the global healthcare sector. On the other hand, the ineffective resource management issue has also been a cause of concern for the advancement of the healthcare sector. The pharmaceutical organisations across the globe have taken effective steps in addressing the issue efficiently. For instance the provision of scholarships by the NHS to students in the university of the United Kingdom worth £3,000 has been considered as a technique used by the organisation in hiring skilled individuals efficiently (NHS, 2015a). Overall, the global healthcare sector has taken concrete measures in resolving the management and human resource issues efficiently.

Reflection about lesson learned from different case studies example implement in practise

The case study provides valuable insight related to the issue discussed and its impact in tracking resource maintenance. The healthcare sector has addressed through this issue include human resource and resource management strategies and refining with the strategies that in terms transform valuable insights. AstraZeneca prioritises more on organisational development by embracing more flexibility addressing improvement in healthcare through clinical trials. The HRM approach encounters improvement in the healthcare sector by prioritising more on resource allocation, enduring time maintenance and encounter improvement related to workforce. The healthcare sector has addressed devastating challenges by addressing staffing needs of employees, as continuous education and transferable skills are more effective to uphold the position. The healthcare sector tolerates organisational changes by carrying out feedback gathered from the patients in term to improve change initiatives that has been carried out through enhanced communication processes. The positive impact to organisational changes in term improve patient care by fostering more creativity and innovation processes that in term carry out long term adaptability encountering smooth implementation processes. The strategies taken to improve resource management issues by addressing proper workforce planning by reducing unnecessary workforce. Developing standardised resource allocation by investing more on eye skill development is more effective in developing a positive work culture. Financial and commercial skills are more effective in addressing resource management issues by prioritising more on resources in encountering cost saving opportunities. Skills of workers carry out a major role regarding empowering employees to address strategic changes in carrying out objectives and encounter success in the healthcare sector.

Conclusion

It can be concluded that effective resource management in the context of healthcare is useful for the improvement of staff performance, improving patient care, and ensuring financial stability. As per the overall analysis, it is also important to mitigate human resource problems by using concepts related to Lean and evidence-based practices. This process can also be useful for developing financial and commercial in order to implement cost-effective techniques in the current healthcare organisations. On the other hand, this system in healthcare and nursing is considered important for developing sustainable healthcare practices. Proper human resource management is essential to delivering quality health care. The development of new policies requires a renewed focus on HRM and better research. Useful human resource management systems are very necessary to gain more useful results as well as access to health services worldwide. This analysis discusses the healthcare plan from an international viewpoint and the essence of human resource management in enhancing general patient health consequences with the delivery of healthcare.

References

Al-Jaroodi, J., Mohamed, N. and Abukhousa, E. (2020). Health 4.0: On the Way to Realizing the Healthcare of the Future. IEEE Access, 8(1), pp.211189–211210. doi:https://doi.org/10.1109/access.2020.3038858.

Arifin, B. (2022). Do Limited-Resource Hospitals Improve Medical Care Utilization in Underdeveloped Areas: Evidence From Mobile Hospitals in Indonesia. Value in Health Regional Issues, 30, pp.67–75. doi:https://doi.org/10.1016/j.vhri.2021.12.002.

AstraZeneca (2023). Transforming AstraZeneca’s R&D productivity. [online] www.astrazeneca.com. Available at: https://www.astrazeneca.com/what-science-can-do/topics/disease-understanding/transforming-astrazenecas-rd-productivity.html.

Bialowolski, P., Weziak-Bialowolska, D., Lee, M.T., Chen, Y., VanderWeele, T.J. and McNeely, E. (2021). The role of financial conditions for physical and mental health. Evidence from a longitudinal survey and insurance claims data. Social Science & Medicine, 281, p.114041. doi:https://doi.org/10.1016/j.socscimed.2021.114041.

Borges, P., Maria and Silva, R. (2024). The Activity-Based Costing System Applied in Higher Education Institutions: A Systematic Review and Mapping of the Literature. Businesses, 4(1), pp.18–38. doi:https://doi.org/10.3390/businesses4010002.

Cooke, F.L., Dickmann, M. and Parry, E. (2020). Important issues in human resource management: introduction to the 2020 review issue. The International Journal of Human Resource Management, [online] 31(1), pp.1–5. doi:https://doi.org/10.1080/09585192.2020.1691353.

Durán, O. and Durán, P. (2018). Activity Based Costing for Wastewater Treatment and Reuse under Uncertainty: A Fuzzy Approach. Sustainability, 10(7), p.2260. doi:https://doi.org/10.3390/su10072260.

Economic Times (2024). GSK raises $1.5 billion from sale of remaining Haleon stake. The Economic Times. [online] 17 May. Available at: https://economictimes.indiatimes.com/markets/stocks/news/gsk-raises-1-5-billion-from-sale-of-remaining-haleon-stake/articleshow/110213793.cms?from=mdr [Accessed 6 Jul. 2024].

Florea, Ionescu, Manea, Topor, Capusneanu, Coman, Sorina Geanina Stanescu and Mihaela Denisa Coman (2023). Implementing ABC as Cost Management Model for the Human Resources Department: Evidence From a Romanian Entity. SAGE Open, 13(2), p.215824402311772-215824402311772. doi:https://doi.org/10.1177/21582440231177228.

Fraser, C. (2022). Integrated care systems: what do they look like? – The Health Foundation. [online] www.health.org.uk. Available at: https://www.health.org.uk/publications/long-reads/integrated-care-systems-what-do-they-look-like#:~:text=The%20average%20population%20covered%20by [Accessed 5 Jul. 2024].

Government of UK (2020). Health Infrastructure Plan. [online] Available at: https://assets.publishing.service.gov.uk/media/5d933a4de5274a2fb969d767/health-infrastructure-plan.pdf.

Government of UK (2022). Suitability: Debt to the NHS. [online] Available at: https://assets.publishing.service.gov.uk/media/6398add08fa8f553092e680d/Suitability_Debt_to_the_NHS.pdf [Accessed 6 Jul. 2024].

Hampel, K. and Hajduova, Z. (2023). Human Resource Management as an Area of Changes in a Healthcare Institution. Risk Management and Healthcare Policy, [online] 16, pp.31–41. doi:https://doi.org/10.2147/rmhp.s388185.

Kiderlin, S. (2024). AstraZeneca targets $80 billion in total revenue by 2030 in ‘post-Covid era’. [online] CNBC. Available at: https://www.cnbc.com/2024/05/21/astrazeneca-to-boost-revenue-release-new-medicines-by-2030.html.

Liu, C., Bartram, T. and Leggat, S.G. (2020). Link of Patient Care Outcome to Occupational Differences in Response to Human Resource Management: A Cross-Sectional Comparative Study on Hospital Doctors and Nurses in China. International Journal of Environmental Research and Public Health, 17(12), p.4379. doi:https://doi.org/10.3390/ijerph17124379.

LivaNova PLC (2022). LivaNova PLC. [online] Available at: https://investor.livanova.com/static-files/1dd39c04-db29-4dad-90bf-54fed08609fc.

Mehrotra, S., Rahimian, H., Barah, M., Luo, F. and Schantz, K. (2020). A model of supply-chain decisions for resource sharing with an application to ventilator allocation to combat COVID-19. Naval Research Logistics (NRL), 67(5), pp.303–320. doi:https://doi.org/10.1002/nav.21905.

Melnyk, B.M., Hsieh, A.P., Messinger, J., Thomas, B., Connor, L. and Gallagher‐Ford, L. (2023). Budgetary investment in evidence‐based practice by chief nurses and stronger EBP cultures associated with less nursing turnover and better patient outcomes. Worldviews on Evidence-Based Nursing, 20(2). doi:https://doi.org/10.1111/wvn.12645.

Mikulic, M. (2024). AstraZeneca revenue by region 2013-2018 | Statista. [online] Statista. Available at: https://www.statista.com/statistics/266550/revenue-of-astrazeneca-by-region-since-2006/.

Morciano, C., Errico, M.C., Faralli, C. and Minghetti, L. (2020). An analysis of the strategic plan development processes of major public organisations funding health research in nine high-income countries worldwide. Health Research Policy and Systems, 18(1). doi:https://doi.org/10.1186/s12961-020-00620-x.

NHS (2015). Training and development (finance manager). [online] Health Careers. Available at: https://www.healthcareers.nhs.uk/explore-roles/management/roles-management/finance-manager/training-and-development-finance-manager/training-and-development-finance-manager [Accessed 6 Jul. 2024].

NHS (2018). NHS Pay and Benefits. [online] Health Careers. Available at: https://www.healthcareers.nhs.uk/working-health/working-nhs/nhs-pay-and-benefits.

NHS (2021). HEE core business | NHS England | Workforce, training and education. [online] NHS England | Workforce, training and education. Available at: https://www.hee.nhs.uk/about-2/work-us/recovery-delivery-hee-business-plan-202122/hee-core-business [Accessed 5 Jul. 2024].

NHS (2022). NHS England» Workforce Planning and Resource Management. [online] www.england.nhs.uk. Available at: https://www.england.nhs.uk/mat-transformation/matrons-handbook/workforce-planning-and-resource-management/.

NHS (2024). Our Benefits | NHSBSA Careers. [online] careers.nhsbsa.nhs.uk. Available at: https://careers.nhsbsa.nhs.uk/our-benefits.

NHS Digital. (2024). Reducing delays to discharging patients in Greater Manchester. [online] Available at: https://digital.nhs.uk/services/social-care-programme/demonstrators-programme-2019-21-case-studies/reducing-delays-to-discharging-patients-in-greater-manchester [Accessed 5 Jul. 2024].

Onwujekwe, O., Onoka, C., Nwakoby, I., Ichoku, H., Uzochukwu, B. and Wang, H. (2018). Examining the Financial Feasibility of Using a New Special Health Fund to Provide Universal Coverage for a Basic Maternal and Child Health Benefit Package in Nigeria. Frontiers in Public Health, 6. doi:https://doi.org/10.3389/fpubh.2018.00200.

Paiva, L.G. de, Dalmolin, G. de L. and Santos, W.M. dos (2020). Sickness absence among health care workers in a hospital in southern Brazil. Revista Brasileira de Medicina do Trabalho, [online] 18(04), pp.399–406. doi:https://doi.org/10.47626/1679-4435-2020-521.

Prado-Prado, J.C., García-Arca, J., Fernández-González, A.J. and Mosteiro-Añón, M. (2020). Increasing Competitiveness through the Implementation of Lean Management in Healthcare. International Journal of Environmental Research and Public Health, [online] 17(14). doi:https://doi.org/10.3390/ijerph17144981.

Qin, X., Huang, Y.-N., Hu, Z., Chen, K., Lin, L., Richard Szewei Wang and Wang, B.-L. (2023). Human resource management research in healthcare: a big data bibliometric study. Human Resources for Health, [online] 21(1). Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10696747/.

Ramadevi, D., Gunasekaran, A., Roy, M., Rai, B.K. and Senthilkumar, S.A. (2024). Human resource management in a healthcare environment: framework and case study. Industrial and Commercial Training, 48(8), pp.387–393. doi:https://doi.org/10.1108/ict-03-2016-0014.

Rosa, A., Marolla, G., Lega, F. and Manfredi, F. (2021). Lean adoption in hospitals: the role of contextual factors and introduction strategy. BMC Health Services Research, 21(1). doi:https://doi.org/10.1186/s12913-021-06885-4.

Sanderson, M., Allen, P., Osipovic, D., Petsoulas, C., Boiko, O. and Lorne, C. (2023). Developing architecture of system management in the English NHS: evidence from a qualitative study of three Integrated Care Systems. BMJ Open, [online] 13(2), p.e065993. doi:https://doi.org/10.1136/bmjopen-2022-065993.

Schreiber, J.A. (2024). Beyond Evidence-Based Practice—Achieving Fundamental Changes in Research and Practice. Oncology Nursing Forum, 40(3), pp.208–210. doi:https://doi.org/10.1188/13.onf.208-210.

Statista (2023). Support staff in NHS workforce England total number 2021. [online] Statista. Available at: https://www.statista.com/statistics/679602/number-of-support-staff-in-nhs-workforce-england/.

Statista (2024a). Digital Health – Worldwide | Statista Market Forecast. [online] Statista. Available at: https://www.statista.com/outlook/hmo/digital-health/worldwide#:~:text=Revenue%20in%20the%20Digital%20Health.

Statista (2024b). Number of users in the digital health market Worldwide 2018-2028. [online] Statista. Available at: https://internal.statista.com/forecasts/1436311/number-of-users-digital-health-digital-health-market-worldwide [Accessed 5 Jul. 2024].

Stefano Mancin, Sguanci, M., Andreoli, D., Soekeland, F., Anastasi, G., Michela Piredda and Grazia, M. (2023). Systematic Review of Clinical Practice Guidelines and Systematic Reviews: A method for conducting comprehensive analysis. MethodsX, 12, pp.102532–102532. doi:https://doi.org/10.1016/j.mex.2023.102532.

Vankar , P. (2023). Hospital care: U.S. customer experience 2023. [online] Statista. Available at: https://www.statista.com/statistics/1421176/united-states-hospital-care-experience/ [Accessed 5 Jul. 2024].

Wishnia, J. and Goudge, J. (2021). Strengthening public financial management in the health sector: a qualitative case study from South Africa. BMJ Global Health, 6(11), p.e006911. doi:https://doi.org/10.1136/bmjgh-2021-006911.

Witter, S., Hamza, M.M., Alazemi, N., Alluhidan, M., Alghaith, T. and Herbst, C.H. (2020). Human resources for health interventions in high- and middle-income countries: findings of an evidence review. Human Resources for Health, 18(1). doi:https://doi.org/10.1186/s12960-020-00484-w.

World Health Organization (2019). Health workforce. [online] who.int. Available at: https://www.who.int/health-topics/health-workforce#tab=tab_1.

WSJ (2023). Available at: https://www.wsj.com/articles/abbott-labs-shuffles-finance-team-with-new-cfo-appointment-a3d8269c [Accessed 6 Jul. 2024].

Young, J., Hulme, C., Smith, A., Buckell, J., Godfrey, M., Holditch, C., Grantham, J., Tucker, H., Enderby, P., Gladman, J., Teale, E. and Thiebaud, J.-C. (2020). An analysis of the cost efficiency of community hospitals (study 1). [online] www.ncbi.nlm.nih.gov. Available at: https://www.ncbi.nlm.nih.gov/books/NBK552331/.

Zepeda-Lugo, C., Tlapa, D., Baez-Lopez, Y., Limon-Romero, J., Ontiveros, S., Perez-Sanchez, A. and Tortorella, G. (2020). Assessing the Impact of Lean Healthcare on Inpatient Care: A Systematic Review. International Journal of Environmental Research and Public Health, 17(15), p.5609. doi:https://doi.org/10.3390/ijerph17155609.

Explore Recent Blogs