Objective To provide references for the rational allocation of health personnel in rural hospitals through understanding the status of health human resources of rural hospitals in remote and poor areas of Sichuan Province. Methodes This study used cluster sampling method, combined with questionnaire survey and qualitative interviews. A total of 711 health workers of 29 rural hospitals in Pengzhou and Baoxing of Sichuan Province were interviewed. SPSS16.0 was used for descriptive analysis.Results The average age of rural hospitals health personnel in remote and poor areas of Sichuan Province was 30 years old. Post-secondary education accounted for 58.12%, and Bachelor degree or above accounted for 7.2%. The number of medium and senior professional titles account for 8.4 %. The ratio of doctors to nurses was 1:0.55. In the survey of health workers, those doctors with practice (assistant) license accounted for 38.5%, and those without any qualification occupied 27.1 %. Conclusions The professional titles of medical personnel of rural hospitals in remote and poor areas in Sichuan province are generally low. The distribution of professional categories is irrational. The staff in charge of prevention and care are inadequate. There exist a large number of unqualified medical workers. Therefore, the government should increase the investment in rural health and take measures to stabilize the team structure, introduce the talented, and strengthen the training for health personnel of rural hospitals to improve their overall quality.
After the promulgation of the “Ten New Measures” for coronavirus disease 2019 (COVID-19) pandemic, the Nursing Department of West China Hospital of Sichuan University promptly analyzed the development and changes of the epidemic situation and the key and difficult points of nursing manpower emergency management, and constructed a “1+2+4+X” nursing manpower emergency management model for COVID-19 patients, including establishing a dedicated management team, assessing manpower needs, constructing a nursing manpower management model, on-site and online training, and dynamic monitoring and adjustment. From December 7th, 2022 to February 1st, 2023, the Nursing Department mobilized a total of 693 nurses, covering 4 temporary intensive care units and 30 temporary general wards. The hospital-wide qualification rate of airway humidification management for patients in temporary general wards was 94.9%, the qualification rate of artificial airway fixation was 97.9%, and the compliance of bed head elevation was 100.0%. The “1+2+4+X” nursing manpower emergency management model constructed is helpful for the reasonable scheduling of nursing manpower during the epidemic period and provides a reference for the emergency deployment of nursing manpower for the treatment of infectious disease epidemics in large medical institutions in the future.
Objective To understand the current situation of medical service and management in Luxi township health center (LxC) in Yongxin county of Jiangxi province, so as to provide baseline data about drug allocation, logistic key techniques research and products development for township health centers. Methods By means of questionnaire and focus interview, the LxC was investigated from the following aspects: general information, human resources, medicine list, basic device configuration, medical service and management, as well as service efficiency. Results a) Yongxin county including 13 village committees covers an area of 86 km2, with the population of 22 300 in 2009, and it pertains to a backward area with the annual per capita income of RMB 4 100 yuan; b) Among the total 28 staffs in LxC, 78.6% were health workers; the general practitioner (GP)/nurse ratio was about 1?0.58; the proportion of GP, nurses, medical technicians, other staffs was 54.55%, 31.82%, 9.09% and 4.54%, respectively; the proportion of bachelor degree, junior college graduation and secondary technical school graduation was 9.1%, 13.6%, and 77.3%, respectively; and the ratio of elementary, middle, and high professional title of health workers was 15?5?1; c) There were 625 species of drugs in LxC in 2009, and the hospital beds approved by government were 0.69 per thousand agricultural persons, which, however, were 1.15 in fact. The rate of 51 basic equipments shown in national regulation was actually 76.5%, and the readiness and utilization rate of existing 40 equipments was 92.5%; and d) In 2009, the outpatients were 12 150 person-time, with the average cost of RMB 29.39 yuan; the hospital discharge was 1 589 person-time, with the average stay of 12 days and the average cost of RMB 490.05 yuan; the vaccine inoculations were 5 053 person-time; among the total income, the medical service income accounted for 73.2%, while the drug income accounted for 53.7%; the personnel expenditure was 31.0% of the total, and the balance of income and expenditure was RMB –263 500 yuan. Conclusion The hardware condition of LxC is not so good owing to the financial difficulties of Yongxin county and Jiangxi provincial government. In comparison with the whole country, although the professional title structure is ok, health workers are still not enough, with unreasonable specialty structure and low educational background. The rate of basic equipments and the approved hospital beds per thousand agricultural persons are low. There are 625 species of drugs, containing 218 species shown in 2009 national essential medicine list. And the other conditions are as follows: no information system, lack of public health service, short of financial input, high ratio of “running hospital by selling drugs”, and low efficiency of medical service. So the top priority of LxC construction should be figuring out all of the above issues, and better serving the people.
Optometry has become the second class course under the allied health professions since 2012, and has been the National undergraduate enrollment directory. According to the definition of optometry provided by the World Council of Optometry, the jobs of optometrist in China include the basic eye care, basic optometry, contact lens fitting, binocular vision anomaly treatment, strabismus and amblyopia treatment, low vision treatment, special ocular examination, maintenance of equipment related to optometry, operation and sales management. At present, the demand of professional optometrist is great. However, the development of optometrical education is limited by the lack of professional ranks. The professional ranks and titles for optometrist, corresponding registration and examination system should be established by the Ministry of Health as soon as possible, in order for the development of optometrical education and human resource management.
Objective To investigate current situation of medical service and management in Gaozha Central Township Health Center (GzC), so as to provide baseline data for township health centers in both key techniques research and product development of drugs allocation and delivery. Methods A questionnaire combined with a special interview was carried out, which included the general information, human resources, medical service and management, and the practice of essential medicine list. Results a) The hardware condition of GzC was not good enough, and the economic status of the service recipients was lower than the average level of both Wuzhong City and China mainland; b) The constituent ratio of general practitioner (GP) and nurse, and GP and laboratorian were all lower than those of national level, while, the constituent ratio of GP and technician was a little bit higher. GzC was in short of medical technical personnel and, especially, the professional pharmacists. The logistics technical workers were as the same proportion as the nurses. The medical technical personnel without professional education background accounted for 3.4%, and about 38% of the staff members had no college degree, about 86.2% had at most primary profession titles. There was no personnel turnover of GzC in recently years; c) The bed utilization ratio was lower than national level (46.4% vs. 60.7%), while the average duration of stay and the in-patient and out-patient service workload of GP were longer or heavier than national level (8 vs. 4.8, 9 vs. 8.3, 4 vs. 1.3); d) The out-patient service in 2010 decreased 26.9% compared to 2009; and the in-patient service in 2010 decreased 42.4%; e) The average medical expense per outpatient and per inpatient increased 127.3% and 56.2%, respectively in 2010 compared to 2009; and f) Essential medicine list was put into practice in April 1st of 2010 and there was only 195 species available in GzC, which has not met the requirements of the national essential medicine list. Conclusion In order to meet the standards of general rural township health center in western China, GzC needs to cope with challenges of insufficient hardware conditions, short of staff, unreasonable personnel structure, low educational background and professional title of the staff, none human resources flow and low technical level of medical service. GzC dose well in drug expenses control, and the hospitalization costs are lower than those of the national level. However, it increases rapidly in 2010. The management of GzC may be influenced by zero-profit sale of the essential drugs, and appropriate subsidy and policy support are necessary to maintain its service quality. And it is required to complement the medicine based on the evidences, to carry out staff training and usage guidance of essential medicine, and to finally guarantee the safe and reasonable use of medicines.
Objective To investigate the current situations of human resource management in the public hospital pharmacies, and to provide the evidence and suggestions for improving the performance of the public hospital pharmacies. Methods According to the principles and study methods of human resource management, we designed the questionnaire to investigate the human resource management among 307 managers and pharmacists working in 74 public hospital pharmacies. We used percentage and proportion for statistical description. Results 56% participants considered that the public pharmacists had professional qualities. Nearly 73% considered that there were good interpersonal relationship; 45% wanted to do present job. Nearly 75% thought that the mechanism of performance appraisal should be consummated. About 63% considered that the learning and training was not fitting and proper. 63%thought they could not develop their ability and talent. Conclusion The human resource management system in public pharmacies should be improved.
ObjectiveTo understand the current status of healthcare human resources (HHR) in a large public hospital, predict the HHR demand aligned with the development of the hospital, and provide reference basis and feasible solutions for HHR planning for high-quality development of the large public hospital. MethodsBased on grey model and auto regressive integrated moving average model, a variance reciprocal method for weight allocation was applied to set up the combination forecasting model. Different types of HHR demand of the large public hospital from 2024 to 2026 were predicted and the accuracies of the three different model predictions were compared. ResultsThe numbers of total personnel, health technical personnel, physicians, nurses, and technicians predicted by the combination forecasting model for 2026 were 17654, 13041, 4389, 6198, and 2264, respectively. The corresponding average annual growth rates from 2024 to 2026 were 5.54%, 5.55%, 5.37%, 4.27%, and 5.60%, respectively. Compared with the two single forecasting models, the combination forecasting model had the smallest average absolute errors, mean squared errors, and mean absolute percentage errors for predicting the numbers of total personnel, nurses, and technicians. It also had the smallest average absolute error and mean absolute percentage error for predicting the number of health technical personnel, and the smallest average absolute error for predicting the number of physicians. ConclusionsCompared with the single forecasting model, the combination forecasting model shows fewer system errors and better predictive results. The demand for total personnel, health technical personnel, physicians, nurses, and technicians of this large public hospital will continue to increase, so planning and reserving staff in advance is a key to high-quality development of the hospital.
Objectives To investigate the personnel allocation and workloads of the medical residents across the subspecialties of the Department of Internal Medicine at a tertiary hospital. Methods A cross-sectional survey was performed to investigate personnel allocation and workload. The resulting data were compared with the ministerial standard that regulates the training of medical residents. Results Aside from the subspecialty of Rheumatology, medical residents accounted for 40% to 70% of the total staff physicians. The faculty physicians accounted for only 20% to 50% of the total. When the non-faculty residents were not taken into account, each individual faculty physician took charge of between 5.3 to 15.5 beds across all the subspecialties. When only the non-faculty residents were accounted for, each individual resident took charge of 1.7 to 9.4 beds, 1.3 to 5.7 bed-days per day, and 5.8 to 17.3 patients per month. When both were accounted for, each physician was responsible for 1.3 to 5.9 beds, 1 to 3.6 bed-days per day, and 4.2 to 10.7 patients per month. In comparison with the ministerial standards, medical residents have managed more patients per month in the subspecialties of Nephrology, Respiratory Diseases, Digestive Diseases, Neurology and Infection.Fewer patients were managed in the subspecialty of Endocrinology. Conclusion The medical resident allocation is balanced across the subspecialties of the Department of Internal Medicine, although it is less stable. The total number of physicians is smaller than required, and physicians generally bear an overload of work. The number of patients managed by each individual resident is more than the requirement set by the ministerial standards, and has significant variations across subspecialties. Medical residents need to be allocated in accordance with the corresponding workloads.
The increasing need for healthcare services in rural areas cannot be satisfied because of the lack of healthcare professionals, and poor medical education and training. These result in the low competency of rural healthcare workers. Therefore, the medical education system needs to be reformed in order to improve healthcare human resources in rural areas.
ObjectiveTo investigate the human resources of village doctors for integrated management among township hospitals and village clinics in Xinjing county of Chengdu in 2010, so as to provide the evidence for optimal allocation of human resources in village level. MethodsThe information of village doctors in 2010, such as age, gender, educational level, professional license and work experience, were collected and analyzed using Microsoft Excel 2003 and SPSS 13.0. Resultsa) In Xinjin county, 213 village doctors were managed by 11 township hospitals (TH) in 2010 with the average of 19 village doctors in each TH; b) only 3 out of 11 THs achieved the national requirement of at least one village doctor per 1 000 rural population; to a greater or lesser extent, the shortage of village doctors existed in the rest 8 THs; c) Among the village doctors, the male-to-female ratio was 2.2 (68.5% vs. 31.5%). The village doctors younger than 45 years, 45 to 59 years, or no less than 60 years accounted for 42.8%, 18.8%, 38.5%, respectively. Those who graduated from secondary schools or elementary schools accounted for 90% (52.6% and 38%, respectively). d) Only 94.8% had the village doctor license. Among the 213 village doctors, only 1.4% and 3.6% were registered doctors or assistant doctors respectively. Those who worked longer than 30 years, 20-29 years, 10 to 19 years, and 5 to 9 years accounted for 44.6%, 12.2%, 29.6% and 6.1%, respectively. ConclusionThe quantity and quality of the village doctors in Xinjin county were insufficient to meet the requirement with aging teams, low education levels, and lack of professional qualifications. Therefore, the related policies should be implemented to maintain the stability of the village doctor teams, to improve the qualification and quality of service, and to promote the sustainable development of primary healthcare services.