The success of any organization depends on a series of factors, mostly related to human resources activity, an area that has to take on great challenges due to the changes that are taking place in the world in all aspects, and their immediate repercussions. in economic and social processes.
human-resources-management-patient-care-service-gynecology-hospital-public-peruAll the active members of the company intervene in the human resources management process, understood as such: the general management with command tasks, the salaried employees with the negotiation of a contract and the staff representatives. To put the people of an organization into operation, we need to define personnel policies and articulate social functions considering the objectives of the organization (strategic premise). But in addition, methods are needed to obtain, conserve and develop these human resources (operational premise). All this cannot be carried out without the help of administrative, regulatory and instrumental instruments (logistical premise).
National Background
Osvaldo Bedoya (2003) developed a study entitled: "New people management and its performance evaluation in competitive companies", Universidad Nacional Mayor de San Marcos. The investigation starts from the problem of the deficiency of the personnel selection in the same companies that must be competitive, but for this the selection of qualified personnel is required and whose personnel must be in constant training with the new technologies in business management. The main objective of the study is to demonstrate that the new people management directly participates in the evaluation of the performance of its human resources to make companies highly competitive. People management, in this new concept,People stop being simple organizational (human) resources to be approached as beings endowed with intelligence, personality, knowledge, abilities, dexterity, aspirations and unique perceptions. The human resources function is experiencing the anguish of a radical transformation. In short, it is becoming essential for achieving competitive advantages, as are the financial, technological and other resources that organizations have. Among the conclusions, he mentions that the performance evaluation management processes are undergoing great modifications in order to adapt to the new demands of modern scenarios. The study of the function of human resources and the performance evaluation management process, as well as its adaptation to the new times,It constitutes a great challenge that companies will have to face decisively in globalized market scenarios, if they wish to be competitive and remain in them.
On the other hand, there is the study by Ferrer (1995) entitled: “Nursing center for the elderly, experience of the nursing school of the Inca Garcilaso de la Vega University. The research starts from the problem of the lack of a strategic bread in order to make nursing work more optimal, efficient and effective that benefits users, in this case the elderly. The objective of the research is to demonstrate the importance of the application of a strategic plan to improve care for elderly patients in a nursing facility. It is essential that the nursing area develop a strategic plan, which includes its presence in the mass media, to achieve the motivation of the population to access preventive and health maintenance services,like those offered in this Center. Nurses are challenged to evaluate the task and demonstrate how nursing consultations improve the quality, comprehensiveness, and cost effectiveness of health care. It is concluded that the nursing center for the elderly at the Gracilazo de la Vega University is an excellent space to achieve integration between teaching and service and as a field for the development of new nursing management models. It also has immense potential for the development of both nursing and interdisciplinary research.It is concluded that the nursing center for the elderly at the Gracilazo de la Vega University is an excellent space to achieve integration between teaching and service and as a field for the development of new nursing management models. It also has immense potential for the development of both nursing and interdisciplinary research.It is concluded that the nursing center for the elderly at the Gracilazo de la Vega University is an excellent space to achieve integration between teaching and service and as a field for the development of new nursing management models. It also has immense potential for the development of both nursing and interdisciplinary research.
On the other hand Julio Zedeyda (2002), elaborated the thesis: "Perception of the quality of attention by the external user of the Emergency service of the National Hospital of Callao-Callao". In the study, there is no evidence to accept that the perception of the quality of the care provided in the emergency service is good, in addition, the perception of the users about the structure of the emergency service of the Daniel A. Carrión National Hospital is of regular quality.. The study also starts from the problem of the deficient attention that patients receive in the Daniel Alcides Carrión del Callao National Hospital, specifically in the Emergency Service. The lack of biosecurity measures and medical instruments and the quality of the service itself are deficient, affecting optimal patient care.The main objective of the research is to know the perception that patients have regarding the care they receive in the Emergency Service of said hospital institution. The perception of the users of the emergency service of the Daniel A. Carrión National Hospital, regarding the warmth of the service is of regular quality, in addition the users of the emergency service of the Daniel A. Carrión National Hospital, perceive the response capacity of the service as poor quality. Users of the emergency service of the Daniel A. Carrión National Hospital, perceive that they did feel improvement in their health after care and the expectations of users who receive care in the emergency service of the Daniel A. Carrión National Hospital are referred to receive faster attention and better treatment.The conclusions of the study show that it is necessary to improve cleaning, improve ventilation and lighting in the environments of the emergency service and improve signaling, on the other hand, regarding the analysis of the warmth of the service offered, we recommend carrying out educational activities Continues in aspects of human relations aimed at technical-administrative personnel (admission / cashier, pharmacy and security personnel). Finally, a continuous quality improvement program must be designed that leads to the optimization of processes to reduce waiting time.We recommend carrying out continuing education activities in aspects of human relations aimed at technical-administrative personnel (admission / cashier, pharmacy and security personnel). Finally, a continuous quality improvement program must be designed that leads to the optimization of processes to reduce waiting time.We recommend carrying out continuing education activities in aspects of human relations aimed at technical-administrative personnel (admission / cashier, pharmacy and security personnel). Finally, a continuous quality improvement program must be designed that leads to the optimization of processes to reduce waiting time.
Alejandro González (2000), carried out an investigation entitled: “Audit of the human resources administration at the Central Military Hospital of the Army”.
The investigation bases the problem in the sense that the internal norms of administration of human resources limit the quality of the services, the processes of planning, selection, evaluation and development of the administrative career are carried out formally without reaching the established objectives. Staff are regularly assigned according to their qualifications and institutional needs; most staff express dissatisfaction with human resource management and consider limitations in working conditions. It was also determined that the low skills and relationships of the bosses affect the performance of the workers. There are shortcomings in group work and lack of a cooperative climate and that training is inadequate, and even non-existent, by administrative staff.The staff requires it, preferably in agreements for external academic entities. The primary objective of the study is to raise awareness of the importance of human resource control to perform an adequate service, both in efficacy and efficiency in a military hospital institution. The conclusions of the work determine that the audit of the administration of Human Resources carried out in the Central Military Hospital, confirm the hypotheses proposed in the sense that although there are policies and technical instruments for the administration of Human Resources, however, this politics is vertical; the institution is not in accordance with the specific needs and requirements of the Central Military Hospital,it lacks a strategic vision of the importance of Human Resources in improving institutional efficiency and bureaucratic norms and procedures are applied, which generate dissatisfaction.
Another study on human resources is by Luis Tipacti (2000): "Evaluation of the quality of care of outpatient services in the public hospitals of Lima Metropolitana and Callao". It starts from the problem of the deficiency of the attention in external consultation to the users of the public hospitals of Lima Metropolitan and Callao, reason why it is necessary to carry out a performance evaluation to the workers to determine the labor efficiency in the attention to the users. The investigation identified 2 homogeneous groups that characterize the quality of care in outpatient clinics. In group 1, the cashier treatment, the nursing technique and the comfort of the place were the ones that took the highest percentage of being fair or bad.In group 2, those who have a good opinion of the attention given in the facilities, the attention of the nurse and the cashier. The variables that reached the standard values regarding the quality of patient care were only the pleasure upon returning to the hospital, recommending it and the treatment provided by the doctor to the patients. In the case of the physicians, none of the variables reached the standard values, having problems with the physicians with the working conditions, such as the late clinical history, dissatisfaction with the work they perform in the outpatient clinics. The research findings show that 69% of patients stated that the care received is good,while 60% of the patients stated that the facilities of the external offices were good and comfortable. While 80% of patients what bothers them most when going to outpatient clinics is the loss of time and queues. On the other hand, close to ¾ parts of the patients stated that the price of the outpatient clinic is cheap, thus 82% point out that there must be a staff to guide them upon hospital admission. In contrast, 15% of the medical staff believed that the working conditions were good and that 37% were satisfied with the work they do.On the other hand, close to ¾ parts of the patients stated that the price of the outpatient clinic is cheap, thus 82% point out that there must be a staff to guide them upon hospital admission. In contrast, 15% of the medical staff believed that the working conditions were good and that 37% were satisfied with the work they do.On the other hand, close to ¾ parts of the patients stated that the price of the outpatient clinic is cheap, thus 82% point out that there must be a staff to guide them upon hospital admission. In contrast, 15% of the medical staff believed that the working conditions were good and that 37% were satisfied with the work they do.
Hilda Sánchez (2003) developed a research paper titled: "The quality of service in the hospital sector: Comparative study between state and private entities". The research bases its problems in the sense that the quality of service in the hospital sector is not optimal, so a reengineering is required in order to ensure that patients obtain the right to health, as stipulated in the Political Constitution of Peru. The investigation verified specific hypothesis 1 that stated that there were significant differences in the perception and assessment of the quality of hospital service in the area of "tangibility" between users of state and private centers,It verified specific hypothesis 2 that stated that there were significant differences in the perception and assessment of the quality of hospital service in the "reliability" area between users of state and private centers. Specific hypothesis 3 was verified, which stated that there were significant differences in the perception and assessment of the quality of hospital service in the “capacity for respect” area between users of state and private centers. Thus, it was detected that the quality of service offered by private healthcare centers has enabled better satisfaction of its users in relation to the satisfaction of users in the state sector.Specific hypothesis 3 was verified, which stated that there were significant differences in the perception and assessment of the quality of hospital service in the “capacity for respect” area between users of state and private centers. Thus, it was detected that the quality of service offered by private healthcare centers has enabled better satisfaction of its users in relation to the satisfaction of users in the state sector.Specific hypothesis 3 was verified, which stated that there were significant differences in the perception and assessment of the quality of hospital service in the “capacity for respect” area between users of state and private centers. Thus, it was detected that the quality of service offered by private healthcare centers has enabled better satisfaction of its users in relation to the satisfaction of users in the state sector.
Álvaro García (2004) elaborated the thesis: “Management of healthcare quality in oral and maxillofacial surgery: Analysis of 15 years of activity records of the surgery service of the 'Virgen del Rocío' University Hospital”, which was presented to the University of Seville, Spain. The technical quality of care is not measured through surveys, but with indicators such as survival and high quality of life. In addition, the logging of activities is crucial for the implementation and improvement of quality at the execution level. It concludes that the modern conception of the quality of care must consider both the economic aspects and the technical and relational scientists. In this sense, the definition of optimal care made by the World Health Organization seems correct. The patient is,and it will be in the future the center of the public health system, demanding in its attention the ability to choose, immediacy, high resolution, continuity of care and personalized treatment.
On the other hand, A. Galeana (2004) carried out a study entitled: "Total quality and human resources policy", which was presented to the Rovira Virgilia University in France. The problem is that, as a reflection of a process that has imposed the principle of free enterprise as a basic reference, and as a framework for mobilizing the workforce, considering the company's human capital as capital to be optimized, it is necessary to improve quality. Total and human resources policy. The need for involvement and training is emphasized, which implies a strategy of integrating the workforce into business guidelines, that is, to participate and intervene in the organization of the work process. Thus, the new forms of human resource management are oriented towards the valuation of knowledge,of what is called the intelligence of the company with the aim of increasing performance and, therefore, business results. New forms of management explain that organizations are complex spaces of material and symbolic relationships, in which a new style of leadership / management / government / control is exercised. As a consequence of these new competences, it is not surprising that in human resources management the emphasis is placed on people as a valuable resource to be managed. The concepts of resource and management evoke aspects of effectiveness and efficiency, avoidance of waste and an adequate allocation of human resources to the needs of each function and each activity of the company,These concepts are based on the capital metaphor that logically suggests the need for profitable investments, since it is not enough to have people with adequate skills and knowledge, but it is essential that they contribute to their development in order for them to remain competent. It is concluded that the approach to the management of human resources, which moves in the direction of managerial interests, raises an exaltation of the company and the market. Specifically, it carries out a relegitimization of the company and the market as exclusive social and economic models capable of generating wealth, and which, together with innovation and technological development, has generated the formidable increase in intellectual capital that has become necessary for production. of goods and services with high added value.
Jorge Garrido (2003) carried out a study entitled “Analysis of the internal environment of the emergency service at the Santiago de Jinotepe Regional Hospital in Nicaragua”. The research starts from the problem of the existence of a high percentage of internal users who do not know the objectives, strategies, purposes, priorities and goals of the emergency due to the passive attitude and little interest that exists to get involved in the programmed activities. More than 40% of internal users disagree on the organizational structure, mainly on the assignment of work, fulfillment of objectives, formalization of functions and coordination mechanisms. In addition, there is a high percentage of users who have primary care health problems (Outpatient Consultation) due to little care provided by the Health Centers in Carazo.A small percentage of users do not agree with the treatment provided by doctors since the care they provide is quick and abrupt. Among the conclusions they mention that the perception of internal users about the organizational environment of the emergency service is contradictory, since in the case of leadership, they refer to having good acceptance of their immediate leadership, however there is resistance to the attitude to change due to the little participation in management activities (planning, evaluation, etc.). There is a deficiency in the referral system of the first level of care towards hospitals, which causes the high number of external consultations to the emergency, consuming a high percentage of the budget designated for this service.
PROBLEM STATEMENT
Human resource management is a matter of utmost importance and need in social, commercial, service organizations, etc., especially when it comes to providing a service to users.
Such is the case of hospital institutions, which must not only accredit good medical care to the thousands of users who seek care daily, but the administration or management of human resources must also be optimal.
That is, to the extent that the management of human resources, considering doctors, nurses, assistants, etc., as such resources, then comprehensive health care may be provided to patients or users of hospital institutions.
However, reality shows us the opposite, especially in the “Daniel Alcides Carrión” National Hospital in Callao, specifically in the Gynecology Service, where it has been preliminarily observed that many of the patients in this service complain about care they receive.
The problem of the deficiency of attention in a sector of the users is manifested in the delay of attention, the quality of the attention itself, the orientation they should receive regarding their state of health, etc.
There are various problems that plague the institution itself, which does not allow them to carry out highly efficient and effective work. For example, the problem of the long waiting time for patients in outpatient clinics, which are attributed as possible causes to poor training in timely user care and the indisposition of staff for optimal care in outpatient clinics.
Similarly, the poor identification of staff with the institution and organizational culture with negative values; the lack of an integrated hospital information system and weak administrative areas in information and processes; Incomplete management documents and new regulations on work incentives; etc., are other problems that plague the hospital institution.
According to preliminary observations made at said hospital institution, it has been possible to identify a series of problems that have to do with the quality of care for users or patients provided by the personnel who work there. This manifests itself in:
- Patients or users have to wait in long lines to be cared for in the various hospital areas. They do not receive good guidance regarding the various procedures they must carry out to be cared for; the problem is difficult for those who go for the first time to a certain service, the elderly (elderly), pregnant women, etc. There are not enough means of information and guidance, such as panels, wall newspapers, signs, etc., that guide patients or users to be cared for optimally. There is a treatment, in most cases, derogatory; that is, nurses, doctors, administrative personnel, etc., for the most part do not treat users humanely.
This set of problems described, plus others that are added at the level of human resource management, affect the quality of care for users in the hospital, making it inefficient at present times when science and technology have advanced rapidly..
The alternative solutions have to do with the intervention of the authorities of the hospital institution to improve the management of human resources to improve the quality of care. That is, it is necessary that the authorities of the aforementioned hospital institution reengineer their human resources and be able to improve the quality of care, in terms of personal treatment, to minimize the time lost in queuing, etc., to the adequate orientation and education that each worker must provide to the thousands of users and patients that the hospital serves. With proper administrative management, it is possible to improve, not only direct patient care, but reengineering in the various areas of care, either by equipping it with modern technology,adequate communication systems, etc.; in the same way, the inter-institutional actions could be made efficient with a good management of the administration of the hospital institution.
In this sense, the present study will allow establishing a relationship between two variables: human resource management and the quality of care of users in the hospital.
Problem formulation
General problem
What is the relationship between the quality of human resource management and the improvement of patient care at the Gynecology Service of the “Daniel Alcides Carrión” National Hospital in Callao?
Specific problems
- How is the quality of human resources management manifested in the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao? How is the care of patients in the Gynecology Service of the National Hospital "Daniel Alcides Carrión" of the Callao?
THEORETICAL FRAMEWORK
Quality of human resources management
Quality of health management
“The framework that characterizes the human resources management necessary for the current scenario requires a management that integrates the strategic dimension of political and technical analysis, the management of values for change, the philosophy of quality and financial balance, and the implementation advanced techniques and cutting-edge technology. Elements that should generate styles of action capable of responding to the environment, whatever it may be. Also review aspects of organizational design and resource management. "
For his part, Finkel mentions that the individual as a specialist in the quality and productivity of human resources will have in his hands the tools to be able to carry out the following health actions:
- Quality and productivity will first have to identify and prioritize needs in order to contribute to improving the quality of life and as one of its most important components; health and the environment. Plan, execute and control the management of health, basic and environmental sanitation services, meeting the characteristics of efficiency, effectiveness, productivity and quality to guarantee the social impact and transformation of the health conditions of the population Assume a leadership attitude, with the ability to educate and educate oneself, have adequate knowledge of the organization, planning and administration of health services, in a competent manner and of social, fair, equitable and solidarity interaction with the community.Foster decentralization processes,modernization and participation with a view to developing a better country project. Interact with other executives to look to the future, position the company, decide on investments, carry out a social market, control, audit and intervene, always in search of excellence and continuous improvement. Develop the management capacity and the resolution capacity of the administrative and financial organizations; of the institutions that provide health services, public, mixed or private, and other entities of the health sector in terms of education, information, promotion and prevention, diagnosis, treatment and rehabilitation.audit and intervention, always in search of excellence and continuous improvement. Develop the management capacity and the resolution capacity of the administration and financial organizations; of the institutions that provide health services, public, mixed or private, and other entities of the health sector in terms of education, information, promotion and prevention, diagnosis, treatment and rehabilitation.audit and intervention, always in search of excellence and continuous improvement. Develop the management capacity and the resolution capacity of the administration and financial organizations; of the institutions that provide health services, public, mixed or private, and other entities of the health sector in terms of education, information, promotion and prevention, diagnosis, treatment and rehabilitation.
Senior management should ensure that essential resources for both the implementation of strategies and the achievement of the organization's objectives are identified and available.
Resources can be people, infrastructure, work environment, information, suppliers, and business allies, natural and financial resources.
In conclusion, the specialist must contribute to the training and improvement of health administrators, creating a team of specialists with leadership and decision-making capacity, who assume responsibility for professional and efficient administration in the private or public sectors of the health services in the country. As well as promoting the interdisciplinary nature of management and contributing to the efficiency of health service administration, at all managerial levels, applying knowledge and decision-making practices in different contexts to the specificity of the health area, promoting the skills of decision-makers in managing the different resources available.
For Desler, it must mainly be in the capacity to respond to goals, challenges and needs of the health system being proactive to the future demand. Considering that the main emphasis, in any improvement project, should be on investment in human resources; The program is committed to improving the training of actors in the health sector.
Quality and competitiveness
According to Deming: “Satisfaction is equivalent to supplying the customer or user with a product with added value that they previously did not have. A product with a high added value is a quality product, and a high quality is a powerful means to increase the competitiveness and market share of companies.
"The improvement of competitiveness is achieved by controlling the factors of the production process. But not only the quality depends or is limited to the production area, it must affect the entire organization. Only a determined effort to manage quality throughout the organization is how its competitive efficiency can be reinforced and that is achieved, generically, when customer needs are met. ”
As Garvin points out, users are inclined towards those products that have advantages in the quality characteristics that they really value, without weighing the set of quality factors that the product really has. According to Fernández, he adds that a technically perfect product if it does not satisfy any market need, is a poor quality product, since nobody will buy it and, therefore, the company will not be able to recover the invested capital.
For his part, Gale adds that: “There has been a proliferation of empirical studies in recent years that try to corroborate how companies in one way or another –through consultants, certifications or awards– are trying to apply or be recognized as participants of total quality management. Those companies that are recognized as leaders in their markets or who aspire to be so participate in this very particularly.
Companies that defend the advantages of quality management based on added value to their operating environment (customers, workers and network of companies involved in the production process), for which they are characterized by having opted for an organizational culture for quality total and whose objective is to have loyal and profitable clients. And the concept of loyalty is based on the continuous offer of value by the company and which constitutes the new critical factor of purchase by the client.
Quality service
Galgano says that: “Management must decentralize certain decisions to provide staff with sufficient autonomy to self-organize their work, while collaborating in solving the various problems that must be faced. For this reason, the staff must, in turn, have the necessary resources to carry out their work correctly ”.
“In the same way, the management of the company must educate and train personnel to provide excellent quality services, while at the same time developing in them the awareness of doing the services well the first time. Training that is key in order to change the culture that the implementation of a quality improvement process entails and that includes designing procedures whose implementation ensures that participation regulates the culture of the company ”.
In the same scheme, Deming mentions that: “Providing a quality service allows us to differentiate ourselves from the competition and, consequently, obtain a competitive advantage over it and, also, achieve customer or user loyalty. Such loyalty has to be a constant concern of companies, since it is much more expensive to get new clients than to keep current ones. There are many ways and techniques to build customer loyalty, but without a doubt one of them is offering a high quality service that is difficult to imitate by competing companies. Therefore, it is very important to know how to measure the quality of service to achieve high levels that facilitate customer loyalty ”.
For his part, Hodge says that quality organizations take advantage of their mistakes to precisely increase the quality of service. And is that achieving high levels of service contributes to competitiveness and long-term survival. When customer loyalty is achieved not only when things are going smoothly, but precisely when quality mistakes are made, the ideal time to get an additional source of company loyalty and loyalty, rather than loss of customers.
James, he has called the beneficial art of service recovery, stating that it is as beneficial to do things well as to know how to fix them efficiently when a mistake has been made. Companies interested in recovering customers or users must ensure that they can express their complaints and listen carefully to their complaints and empower employees to contact the public to act quickly.
Service is one of the competitive levers of business today. Practically in all sectors of the economy, customer service is considered as an additional value in the case of tangible products and, of course, it is the essence in the case of service companies. Organizations must be characterized by the highest level in the quality of the services they provide to the clients who buy or contract from us. The quality of the services depend on the attitudes of all the personnel who work in the business.
Solorza clarifies, service is, in essence, the desire and conviction to help another person in solving a problem or satisfying a need. Staff at all levels and areas of should be aware that the success of relationships between the company and each of the customers depends on the attitudes and behaviors they observe in addressing the demands of people who are or represent the client.
Motivations at work are a relevant aspect in the construction and strengthening of a culture of service to our clients. The actions of the members of the company are carried out for certain reasons that are complex, and sometimes contradictory. However, it is a reality that when we act in favor of another, be it our coworker or someone who is our client, we do it hoping to solve a problem. The spirit of collaboration is essential for them to provide the best help in their daily tasks.
Organizational change of human resources
"Issues such as motivation, communication, innovation, meeting management, teamwork is of paramount importance to carry out the required transformation in the company or institution. Workgroups provide an environment in which innovation and learning can be articulated, verified and redefined, increasing worker participation and creating feelings of worker adherence to the philosophy of quality management. ”
In this sense, the reputation of the company or institution and the products, the skills of the employees, the culture, the customer service and the collaboration with the suppliers are some of the resources that influence business results.
From this point of view, knowing how to enhance the organization's human resources, through the development of more flexible production methods and a customer orientation and collaboration with suppliers, has created a new management philosophy based on continuous improvement.. As Kamoche affirms, human resources are the central pillar on which all the capabilities that lead to the achievement of a sustainable competitive advantage are based, since they are the linkage mechanism of the other resources of the company.
According to Kelada, he says that in this sense, the contribution of human resources to the creation of value is considered to be a fundamental advantage for the entity, since it allows its employees to be remunerated based on the value created. This would motivate workers to create value while the company would reduce costs, since lower wages would be paid to those workers who demonstrate worse performance.
Management system
Oltra argues that the current so-called human resources management is a different approach to the so-called employment management and that it seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated arrangement of cultural, structural techniques. and personnel. It proposes the following typology of management approaches, based on two complementary dimensions.
The first is the priority given to labor relations, that is, to the management of people through the regulations contained in collective agreements, the acceptance of unions as legitimate representatives thereof, etc. The other dimension is, in parallel, the priority given to the human resources department. The four people management systems that emerge are:
- Pluralism: with a high priority of labor relations and a low priority in the Human Resources Directorate. Association: with a simultaneous high priority in both dimensions. Union representation and collective agreements are accepted, but workers also accept management initiatives to achieve greater flexibility depending on strategic needs; Individualism: with low priority in labor relations and high in the Human Resources Department.
Modern organizations function as open systems that work and feed back on their beneficiaries from their clients from society as a whole and the education sector, sometimes it works as a closed systems, so social participation is one of the Achilles heels of education, educational policies talk about it, but in fact it rarely occurs, of course it must be mentioned that when we talk about involvement we mean real participation. This participation is not only by asking for school cooperation or inviting them to school events, it is much more than that, it is when the community appropriates the educational process they feel their own and today that does not happen, it seems that society and the educational sector are going for different ways.
The numerous programs, little programs and mega programs, directly affect the schools, increase the administrative burden, generate confusion and generate simulation to comply for complying without analyzing or questioning, saying yes although in reality there is no clarity. The task of building an economically better society, improved social standards and more effective government is the challenge of modern administrative management.
"The supervision of companies is a function of effective administration; to a large extent the determination and satisfaction of many economic, social and political objectives rests with the administrator's competence. In complex situations, where a large collection of material and human resources is required to carry out large-scale companies, the administration is of primary importance for the achievement of the objectives. ”
This fact occurs in the public administration, given that given its important role in the economic and social development of a country and its increasingly pronounced absorption of activities that were previously relegated to the private sector, the public administrative machinery has become the company most important in a country. It is in the sphere of collective effort where the administration acquires its most precise and fundamental meaning, be it social, religious, political or economic, every organization depends on the administration to carry out its purposes; The success or failure of the organization depends on good or bad administrative management.
Human resources
According to Huamán, he mentions that: “… in reality we are referring, in the broadest sense, to people who in the health system carry out actions to achieve results in the health field, whether in goods or services. Furthermore, people are not resources, but they have resources, that is, they have the knowledge, values, abilities and experience to carry out their actions; therefore who manages human resources today, in reality manages talents, skills, values. "
Human talent is the most important resource and potential for the operation of any organization. It is not the institutions that have people, but the people that make the institutions, they are their main competitive advantage and, therefore, they are a critical factor in what to do health. In their dual role of being a structural and productive factor of organizations, they shape practices, establish forms of relationships, define values, organize and develop the health work process, on the one hand, and, on the other, articulate with the other factors of production to generate health services. They are the most popular, most dynamic, creative and innovative resource, that thinks, that decides, that supports or lets support, that learns, that can change.
On the other hand, when assuming that being health services, services of people who care for people, it is essential to recognize the significance of human resources, not only as a structural factor but also as the main factor of change and transformation; and at the same time the strongest element of sustainability and stabilization of these changes when they become installed in the institutional culture.
Likewise, that the talent or human potential component is inherent to every branch of health work and that in the reform process it becomes even more important for achieving the objectives of change. There is no doubt that in any health service system, it is its human resources that ultimately define the services that will be produced; when and where and in what quantity they will be consumed, and consequently what is the impact that these services will have on the health condition of people.
When referring to the term resources in its general meaning, Pérez points out that they are all kinds of material elements (premises, equipment and material), human (labor, intellectual and technical) and budgets that could be used or considered in programming and execution. of the programmed actions. Likewise, - he adds - it is necessary to bear in mind that the human resource has a broad conceptual content in the humanist conception, considering it as a resource, as well as a beneficiary of the production and / or services process.
For Chiavenato, human resources are people who enter, stay and participate in the organization, at any hierarchical level or task. Human resources are distributed at the institutional level of the organization (management), at the intermediate level (management or consulting) and at the operational level (technicians, assistants and operators, in addition to first-line supervisors). The human resource is the only living and dynamic resource of the organization and decides the management of the others, which are physical and material. They also constitute a type of resource that has a vocation aimed at growth and development.
a) Human resources management
HRM refers to an activity that depends less on hierarchies, orders and mandates, and points out the importance of an active participation of all company workers. The objective is to foster a cooperative relationship between managers and workers to avoid frequent confrontations derived from a traditional hierarchical relationship. When HRM works properly, employees commit to the organization's long-term goals, allowing the organization to better adapt to changing markets.
The HRM involves taking a series of measures, among which the following should be highlighted: the commitment of workers to business objectives, the payment of wages based on the productivity of each worker, fair treatment of these, continued professional training and linking contracting policy to other aspects related to the organization of the activity such as production, marketing and sales. Some organizations carry out part of these measures, but there are few that apply them all simultaneously. The application of these measures is independent of the sector to which it belongs.
“There are three fundamental classes of employer-worker relationships. Collective bargaining is generally the process of negotiating between employers and worker unions to jointly establish wage levels and working conditions, but this type of collectivism is less and less applied in countries with ultra-liberal economic policies. The second type is the application of HRM policies. However, the third type is the most common, the hierarchical organization in which managers or executives impose their decisions independently of collective bargaining or HRM ”.
The organizations that apply the HRM dedicate part of their resources to the selection of personnel and their professional training. They try to hire workers who can occupy different positions instead of applying strict demarcations of each type of work. Workers must be able to adapt to changes in working conditions by regularly negotiating the number of working hours.
These organizations aim to eliminate the traditional hierarchies that distinguish between white-collar workers and workers or laborers. Employees should receive the same treatment in terms of payment methods, goal setting and other benefits, such as food vouchers or restaurant vouchers. The last element of the HRM implies that the relations between managers and workers do not only depend on those responsible for the personnel department. The need to link worker relations with business activity is also underlined.
b) Operation of the GRH
In order to analyze the operation of the HRM, three questions must be asked: Are all HRM policies applied? Can trade union organizations survive in this type of organization? Is the HRM a strategic way of eliminating unions and their negotiating capacity? Does this method improve company management? The different aspects related to HRM -participation of workers, wages linked to productivity, importance of selection and training of personnel- affect all the activity of the company, but not all of them are applied simultaneously.
Indeed, in companies with union representation it is more likely that there is fluid communication between managers and workers and that a profit-sharing system can be applied than in those where there are no unions. The role of these is very different when all the policies inherent to HRM are applied than if they operate with collective bargaining of the traditional type.
Problems in human resource management
“The situation of human resources in health in Peru, as in other countries of the Andean area, has really little progress in the changes that health reforms postulate. Thus the resulting sectoral management model is currently a combination of the bureaucratic and managerial approaches to patrimonialism (the model of public administration most resistant to change). At the same time, a management based on trust is observed, an ideological culture of work focused on efficiency and management based on results
There are problems related to human resources in health that have remained the same for several decades, some of them have been modified but most of them persist, and at the same time a new agenda has emerged. Against this it is evident that, to date, the various aspects that are identified in the process of development of human resources in health services (training planning, organization, administration, etc.), constitute autonomous lines of work that they are carried out in a dispersed manner and without coordination.
The human resources development process is thus summarized in an aggregation of procedures and activities with different objectives and different strategies, and that far from being mutually potentiated and accumulating in the sense of moving towards a transformative human resources development process, it is often it exhausts in punctual and often ephemeral changes, without major impact and even more so give rise to a picture of increasing ungovernability, disorientation, fragmentation ”.
For his part, Brito mentions that: “The Peruvian case is very illustrative of the use of flexible forms of personnel recruitment for the implementation of service recovery policies, increased coverage and the promotion of forms of community self-management of services. A significant proportion of the staff (approximately 10,000 people were mentioned) are in flexible contract conditions, many of whom are in precarious condition or social lack of protection ”.
Human resource management in health services has not yet become an important function of the level of management of the services, except when a conflict or deficiency arises that alters or interferes with the production of the service in health care.
“At the operational level, the management of development of human resources in health appears organized in subsets of intervention procedures such as: training actions for personnel, application of administration procedures for these personnel, and organization of work and Workers. The execution of these procedures and activities is usually the responsibility of different teams that operate with different dynamics and that respond to different motivations and needs.
Recruitment of human resources
Once the composition of the team required by the organization and the occupational profiles that are sought have been defined, the recruitment, selection, hiring and induction of personnel are carried out in the new assigned function. This moment makes it possible to specify the appropriate choice of personnel for the organization, in order to complement the institutional offer of health services.
It is advisable to review contractual instruments that incorporate detailed definitions of the processes in which the contracted party intervenes, as well as the products expected from their work (terms of reference, management commitments, mainly). It must be considered that the existence of legal documents that specify working conditions, makes it possible to improve employee performance, reduce absenteeism and turnover rates, and at the same time establish employer obligations regarding job security, all of this in a decentralized management framework.
For his part, Beltrán mentions that individuals and organizations are involved in a continuous process of mutual attraction. In the same way that individuals attract and select organizations, getting informed and making their opinions about them, organizations try to attract individuals and obtain information about them to decide whether or not there is an interest in admitting them.
To be effective, recruitment must attract a sufficient number of candidates to adequately supply the selection process. Furthermore, the function of recruitment is to supply the selection of basic raw materials (candidates) for its operation.
Recruitment consists, based on data on the organization's present and future human resource needs, on activities related to research and the intervention of sources capable of providing the organization with a sufficient number of people that it needs. for the achievement of its objectives. It is an activity whose immediate objective is to attract candidates from which the future members of the organization will be selected.
Atention to pacients
Rights of users in Health
According to Morales these are some of the rights that the user or patient has in front of a hospital or health care center:
- The user has the right to receive comprehensive health care for their health problems, within the efficient operation of available health resources. The user has the right to respect for his personality, human dignity and privacy, without being discriminated against for reasons of social, economic, moral and ideological type.The user has the right to the confidentiality of all information with his process, including the secret of his stay in health centers and establishments, except for legal requirements that make it essential.The user has the right to receive Complete and continuous information, verbal and written, of everything related to their process, including diagnoses, treatment alternatives and their risks and prognosis, which will be provided in understandable language.In the event that the patient does not want or cannot manifestly receive said information, it must be provided to the relatives or legally responsible persons.The user has the right to self-determination among the options presented by the medical manager of his case, being precise your express consent prior to any action, except in the following cases: When the urgency does not allow delays. When not following treatment poses a risk to public health, the user has the right to have a written record of their entire process; This information and the tests carried out constitute the Clinical History. The user has the right to the correct operation of the healthcare services and acceptable of habitability, hygiene, food, security and respect for their privacy.In the event of hospitalization, the user will have the right to have the least possible impact on their social and personal relationships. To do this, the Hospital will provide the widest possible visiting regime, access to the media and communication and culture systems, and the possibility of activities that promote social relations and leisure entertainment. The user has the right to know the formal channels to present claims, complaints, suggestions and, in general, to communicate with the administration of the Institutions. You also have the right to receive a written response. The user has the right to be provided by the health institutions: Correct technical assistance with qualified personnel. Maximum use of available resources. Assistance with minimal risks,psychic and physical pain and discomfort.
Organizational behavior for customer service
According to Barquín, he mentions that the behavior in the design of posts, formalization, represents the way in which the organization prescribes freedom of action. The formalization of behavior is the design parameter through which the organization's work processes are normalized; They can be done in three different ways:
- Formalization according to the position: the organization attributes a series of behavioral characteristics to the position itself. Formalization according to the workflow: instead of linking the characteristics to the position, the organization can introduce them to the same job. Formalization according to the rules: in Instead of doing it through the previous ways, the organization can establish a series of rules for all kinds of situations, where it is specified who or what cannot do each thing.
The objective that organizations pursue with the formalization of organizational behavior is to reduce its variability, even going so far as to predict and control it. The formalization of behavior and bureaucratization can have a significant impact on the different parts of the same organization and occur more frequently in the core of the organization's operations.
Robbins mentions that production management positions were more formalized than sales or research positions, because production functions are concerned with stabilizing the core of operations, while the sales department must remain flexible in order to cope with variability of customer interference.
The hospitals
Arsenjo says that hospitals are a combination of the human and material resources available, aimed at achieving an end, according to their precise scheme of dependencies and interrelationships that constitute it. From this definition it is deduced that the objectives have been decisively determined by the configuration of the dependent scheme and determining interrelationships in the environment of the organization.
For his part, Temes adds that the hospital, like many other organizations and institutions in our country, has had to adapt its structure and operation to the society that has been changing from a totalitarian political model to a democratic model, which is why There are determining factors that have affected the environment of the organizations, such as: historical, political, economic and social factors that have determined the behavior of the institutions, influencing daily activities.
The model of health care in the different hospital services and most evident in emergencies is determined by the way in which health systems are organized, interrelated between the three levels of care, which are linked to the way society, before the social and biological determinants of health. It organizes its human, technological and material resources to comprehensively face health risks and provide the health care services established by the community itself.
Robbins says that: “In general, the model of care, and particularly the ways in which medical benefits are organized, has been governed by many by supply and assumed needs estimate. Recently, there is a tendency to let demand determine the organization of services, to introduce market mechanisms such as competition, and money to follow the patient.
According to Arsenjo (2002: 137) Within the current processes of the health sector, a profound modification of relations and working conditions is observed. In this transformation, labor conflicts become relevant and increase their complexity as new power relations emerge within a context shortened by flexibility, decentralization and autonomy of management or service organization oriented to users.
The demands that hospital managers, unions and unions have to face change radically and demand to modify the vertical style of management, the traditional corporate representation and the fight for isolated benefits.
Health human resources policies
According to Huamán, he considers health human resources policies as a doctrinal framework of action that is accompanied by implementation strategies, objectives and goals; They constitute social pacts that attempt to resolve the tension between the demands of the population to exercise the right to health, the demands and rights of health personnel and the objectives of the health system.
“Human resources policies in health are medium policies of health policies, since they serve the models of care and the strategic objectives of the sector; therefore, they are in service of the care, financing and management models. They want workers to be competent, motivated, adequately remunerated and protected, to perform efficiently in the right services, at the place and at the time they are needed. ”
For his part, Padilla adds that: “Most of the human resource planning efforts in the world have basically focused on the doctor. Very few processes have included other professionals, and in these cases they were mainly nursing. Much fewer have been the cases that directed the workforce as a whole. The need (and the ability) to have the "right" number of a mix of professions, with the right skills in the right place and time, has been the interest of those who have always tried to plan. "
In addition, a number of aspects that involve the development of health human resources policies are mentioned:
- Define a north A trajectory Products for society Some mechanisms of action Some social managers Validate socially Incorporate as a practice of society
The human resources policy of a health organization is directly related to the mission, vision and policy of institutional development. It is subordinated to the orientation that it proposes, which in turn can only be achieved if there are human resources capable and convinced of leading the way proposed by institutional policy. (Cabrera, 2002: 68).
For his part Brito: “To design a policy, it is necessary to carry out a strategic analysis of the internal positioning of the organization's actors, as well as of the external determinants, for the management of human resources, that is, consider the issue of human resources as a strategic aspect, with implications for negotiation and change both intra and supra-institutional. The contents of the human resources policy must include ideologies, heats and define the direction of the organization. They must translate social pacts of the actors ”.
The environment in Health Institutions
In health institutions, in general, the conflicts between the operational and strategic nuclei are cushioned by the professional ethical motivations of the staff, unlike what happens in other organizations, where the material motivation has a greater weight.
According to Barquín, he adds that for these reasons, there are fewer problems, compared to other large organizations, in motivating Hospital staff towards their goals. In the work process, doctors, nurses and staff remains cannot and should not function separately or independent from each other. The work is mutually supplementary, concatenated, and independent. Unlike other organizations, the hospital relies heavily on the skills, ability, and behavior of its staff to achieve and maintain proper coordination.
Due to the intrinsic characteristics of hospitals in terms of authoritarianism and verticality guaranteed by rigid rules and procedures, directive supervision, rigorous discipline added to individual behavior, it allows to achieve some uniformity in the behavior of members, their interaction is regulated and their performance is evaluated. .
For his part, Morales says that: “The increase in professionalism within the Hospital has made it possible to guarantee the existence of certain minimum levels of aptitude and capacity, with a direct impact on the performance and effectiveness of the organization's actions, which is reflects on how effectively it works. ”
This professionalism dilutes the concept of formal authority and replaces it with functional authority. This motivation creates the absence of a single line of authority, generating operational and administrative as well as psychological problems related to the power of influence of doctors, board members, administrators and others, on the operation of the organization.
Padilla mentions that this situation can make coordination of the organization's actions difficult, in the same way situations are represented where it is not clear to whom the responsibility falls.
The multiplicity of technical areas and the differentiation between them carry essential elements of decentralization and the organizations that must use them, who must know how to manage themselves to avoid conflict and ensure efficiency.
Quality of service
Setó mentions that there is a slippage from the classic concept of quality in an objective sense, referring to compliance by the product with certain specifications, towards a subjective concept of quality based on customer satisfaction.
In result-oriented definitions, satisfaction is considered as the result of a consumer experience. These include the buyer's cognitive state, the emotional response to experiences, the resulting psychological state, while process-oriented definitions seem to pay more attention to the perception, evolutionary, and psychological processes that combine to generate satisfaction.
"The notion of customer satisfaction is linked to the concept of quality of service, so that the industrial focus on quality, which at first attempts to transfer to the field of services - according to which quality is understood as the conformity to specifications and standards. Over time it begins to be criticized, since it is evident how on many occasions the level of quality perceived by customers does not coincide with the level of quality perceived by company managers, so new approaches to quality appear with a greater emphasis on customer perceptions. Thus, the concept of quality is shifting towards the customer, becoming the key element in the assessment that he makes of the service offered "
The perceived quality of service is a modality of attitude, related but not equivalent to satisfaction, that results from the comparison between expectations and perceptions of service performance. Since the concept of satisfaction is related to the post-consumption evaluation of a product, based on the expectations created for the same consumption. The satisfaction or dissatisfaction of a client is the result of the positive or negative disagreement between the expectations he had about the service and the performance actually obtained.
Satisfy, in accordance with the requirements of each client, the different needs they have and for which we are contracted. Quality is achieved through the entire process of purchasing, operating and evaluating the services we provide. The degree of satisfaction that the client experiences for all the actions that consist of maintenance at its different levels and scope.
The best strategy to achieve customer loyalty is achieved by avoiding unpleasant surprises for customers due to service failures and favorably surprising customers when an unforeseen situation requires our intervention to exceed their expectations.
Therefore, a system is required to manage the quality of services. Here it is pertinent to establish the service cycle to identify the moments of truth and know the levels of performance at each point of contact with the customer.
Quality management is based on customer feedback on the satisfaction or frustration of the moments of truth typical of the service cycle. In cases of deficiencies in quality, actions to regain confidence and compensate for the damages caused by failures are critical.
“The prestige and image of the institution will be maintained due to the correct and effective follow-up that is made of possible failures that may occur in the service, until the full satisfaction of the affected customer is ascertained. Even the general management must intervene to avoid any suspicion of the client. This will inspire customer confidence and set an example for all staff to demonstrate the importance of quality in everything we do. ”
Dimensions of quality of care
Health services must be patient-focused. The health care system must honor the patient as an individual, respecting their decisions, culture, social and family context and their structure of preferences and specific needs, having as fundamental pillars of care, individuality, information (defined as the possibility to know the what, understand the why and understand the why), respect for the patient's privacy, their cultural values, ethnicity, social values that make each patient a unique and variable being that will behave differently according to conditions Physiological, emotional, and environmental factors concomitant with your health-disease process, which lead you to have different needs and expectations when you go to health services.
"The objective of health services should be to personalize health care, according to the needs of the individual and his human environment (family, friends, etc.), wishes and circumstances of each moment, in which the patient uses the services health, shaping services according to its needs and expectations; in popular terms, put ourselves in his shoes and seek to satisfy his needs and expectations, but also, we must think about also satisfying the needs and expectations of the patient's family and his social and work environment (friends, neighbors, co-workers, company, etc.) that become a fundamental part of the doctor-patient relationship or patient institution ”.
The patient is the source of control. The patient must have the necessary information guaranteeing that they understand and understand it and the opportunity to exercise the degree of control so that they themselves can freely choose and decide on the aspects that affect them in relation to their health. For this the patient must have access to his own medical information and clinical knowledge. For this reason, Clinicians and Patients must communicate effectively and share information so that finally patients have absolute clarity and objectivity for decision-making. Therefore, the transparency and veracity of the information is necessary.
The health system must provide the information, time and freedom to patients and their families that allow them to make sound decisions when they select the health plan, the hospital and the clinical practice and when they choose among treatment alternatives, respecting the principles ethics of justice, respect, equity, autonomy, self-determination, protection, benefit, and non-maleficence, evaluating each particular case looking for the doctor-patient relationship to turn towards informed trust and not blind trust.
According to Gutiérrez, there are 7 dimensions for patient satisfaction as a measure of the evaluation of perceived quality. Among them is mentioned:
- Responsiveness to obtain it. Ease of obtaining the service. Kindness-courtesy. Attention and respect in the service. Speed and speed in obtaining the service. Trust and security. Credibility and guarantees of the service offered Professionalism and knowledge of those who must provide the service. Communication skills. Information offered, clear and affordable language.
Currently, the measurement of user / patient satisfaction with the health care or health services received is one of the methods used to assess the quality of care provided. But it is also a way for users to participate in the Health System, by expressing their perception and assessment of services.
According to Hodge, "In recent years, a series of reforms and changes have been taking place in most of the public health systems in western countries, characterized by a reorientation of health services towards the needs of patients."
For her part, Oltra adds that: “Patient / user satisfaction must be an inalienable objective for any person responsible for health services and a measure of the result and quality of their interventions; its degree is obtained from the concurrence of the binomial expectations-perceived quality; the most used method for its measurement are opinion polls, which allow detecting aspects susceptible of improvement, insufficiencies or disagreements ”.
“All the agents involved in the provision of health services (health authorities, managers, managers, clinicians and other professionals, system personnel, providers and users) must use the results obtained from the different surveys and methods used. In this way, measuring satisfaction and quality of care to help develop services that are truly adapted to the needs and preferences of the population. ”
According to the most accepted theories, the level of satisfaction with health services is clearly related to the degree of adequacy (conformity or discrepancy) between expectations and the final perception of the service received.
Patient safety
According to Thomas: “Patient safety is essential for quality nursing and health care. To improve patient safety, a wide variety of measures are required in the recruitment, training and retention of health care professionals, and it is necessary to improve performance, safety of the environment and risk management. Inclusion of the fight against infections, the safe use of medicines, the safety of equipment, clinical practice and the care environment, and the accumulation of an integrated body of scientific knowledge focused on patient safety and the necessary infrastructure for its improvement ”.
Nurses take care of patient safety in all aspects of the care they provide. This includes informing patients and others of the risk and how to reduce it, defending patient safety and reporting adverse events.
Prompt risk identification is of paramount importance in preventing patient harm and depends on fostering a culture of trust, sincerity, integrity, and open communication between patients and caregivers in the health care system.
For his part, Kelada adds that: "Although human errors play an important role in serious adverse events, in general, systemic factors are also inherent in these events that, if properly treated, would have prevented such errors."
There is increasing evidence that inadequate levels of staffing in institutions are related to increasing events such as patient falls, injuries caused by staying in bed, medication errors, infections contracted in hospitals and readmission rates, which can lead to longer hospital stays or higher mortality rates in hospitals.
The shortage and poor performance of staff due to their low motivation or insufficient technical skills are also important determinants of patient safety.
4.3.3 DEFINITION OF TERMS
Management quality
Property or set of properties inherent in a thing, which allows it to be appreciated as equal, better or worse than the rest of its kind.
Health care
It is the degree to which the most desirable means are used to achieve the greatest possible improvement in health.
Human Resources
They are the people who carry out actions to achieve results in the field of health, either in goods and services. It is the most important potential resource for the operation of any organization.
Recruitment of personnel
Recruitment is a set of procedures aimed at attracting potentially qualified candidates capable of occupying positions within the organization
Staff pick
Process that tries not only to accept or reject candidates but also to know their aptitudes and qualities in order to place them in the position more in order to their characteristics.
Users
They are people who receive the provision of services of various kinds from a certain organization.
Patients
Individuals who require the attention of health professionals and the services of health entities to improve their quality of life.
Hospital
Health institution that houses health professionals in various areas and estates that contribute with the services provided to reduce inconveniences in the life, body and health of individuals living in a given jurisdiction.
JUSTIFICATION AND IMPORTANCE OF WORK
Justification
The fundamental purpose is to verify the development of human resource management within the hospital as well as to emphasize the ineffective service provided by said institution. Therefore, the reasons to carry out is to verify and improve this system for the good of the organization and the population in general.
The results of the research will be relevant inasmuch as they will form a theoretical corpus to enrich scientific knowledge and, at the same time, serve as a source of information and antecedent for conducting future research in the field of health, specifically in the management of human resources and the quality of care for users of hospital institutions in Metropolitan Lima.
On the other hand, it will contribute to the solution of the problem of deficiency in human resource management at the National Hospital "Daniel Alcides Carrión" in Callao and its relationship with quality of care, at a time when a process reengineering is necessary administrative staff of human resources in health service institutions for users.
Importance
It is highly relevant because it will contribute to and determine the degree of management within the hospital, as well as the factors for which there is a low-quality service for the population as a whole.
This research may contribute to improving the quality of patient care to the extent that the management of human resources at the Daniel Alcides Carrión National Hospital in Callao is optimized.
RESEARCH OBJECTIVES
Overall objective
Establish the relationship between the quality of human resource management and patient care of the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao.
Specific objectives
- Determine how the quality of human resources management is manifested in the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao. Determine how the care of patients in the Gynecology Service of the National Hospital "Daniel Alcides Carrión is evidenced "From Callao.
HYPOTHESIS FORMULATION
General hypothesis
H 1: The quality of human resource management is significantly related to the improvement of patient care of the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao.
H 0: The quality of human resource management is not significantly related to the improvement of patient care at the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao.
Specific hypotheses
H 1: The quality of human resource management is poorly manifested in the Gynecology Service of the “Daniel Alcides Carrión” National Hospital in Callao.
H 0: The quality of human resource management is not manifested in a deficient way in the Gynecology Service of the National Hospital “Daniel Alcides Carrión” in Callao.
H 2: Patient care is evidenced deficient in the Gynecology Service of the National Hospital "Daniel Alcides Carrión" in Callao.
H 0: Patient care is not evidenced deficient in the Gynecology Service of the “Daniel Alcides Carrión” National Hospital in Callao.
VARIABLES AND INDICATORS
Independent variable
Human resources management
Indicators
- Productivity Efficiency Efficiency Identification with the institution Selection of personnel Duties and rights of personnel Compliance with goals and objectives
Dependent variable
Improved customer service
Indicators
- Orientation Education Time in care Restoring health Attitude and conduct of staff
METHODOLOGY
Type and level of study
Kind of investigation
It corresponds to the type of basic study, since the results will form a theoretical framework and enrich scientific knowledge.
Research level
It is descriptive level, because it will describe the relationship between both research variables.
Research method
The deductive method is applied, given that the hypotheses posed will be tested quantitatively, that is, with the deduction.
Research design
Assume the correlational descriptive design and take the following study diagram:
Where:
M is the research sample
X is the independent variable
Y is the dependent variable
r is the relationship between variables
Population and sample
_______
The population will be made up of 800 patients who enter the Gynecology Service of the "Daniel Alcides Carrión" National Hospital in Callao during the months of September and October 2006.
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FINKEL, L. (1994). The social organization of work, p. 138.
DESLER, Gary (1996). Personnel administration, p. 105.
DEMING, WE (1989). Quality, productivity and competitiveness. The exit of the crisis. P. 36.
CROW A. (1995). The strategic direction of the company. Business management of the nineties, p. 125.
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FERNÁNDEZ, E. 2003). Production strategy. P. 83
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GALGANO, A. (1993a). The 7 instruments of Total Quality. P. 115.
CROW A. (1995). Op. Cit. P. 72
DEMING, WE (1989). Op. Cit. P. 62.
HODGE, B. (1998). Organization theory. A strategic approach. P. 173.
JAMES, P. (1997). Total quality management. P. 92.
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CROW A. (1995). Op. Cit. P. 152.
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KELADA, JN (1996). Reengineering and total quality. P. 27.
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GUTIÉRREZ, M. (1997). The Manager and the Supervisory Function. P. 56
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PADILLA, Monica. (2002). Human resources planning and health sector reforms. P. 39.
CABRERA, Jaime (2002). Op. Cit. P. 48
CABRERA, Jaime (2002). Op. Cit. P.50
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Cabrera. Op. Cit. P. 36
PADILLA, Monica. (2002). Op. Cit. P. 28.
BELTRÁN, Eduardo. (1998) Recruitment and Selection. P. 149.
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MORALES, S. (1998). Op. Cit. P. 69.
ROBBINS, S. (1993). Op. Cit. P. 172.
HUAMAN, L. (2005). Op. Cit. P 34.
HUAMAN, L. (2005). Op. Cit. P 35
PADILLA, Monica. (2002). Op. Cit. P. 53.
BRITO, Pedro. (2002). Op. Cit. P. 83.
TEMES, J. (1992). Op. Cit. P. 63.
BARQUÍN, M. (1988). Op. Cit. P. 115.
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MORALES, S. (1998). Op. Cit. P. 89.
ORDÓÑEZ, M. (1996). Op. Cit. P. 41
PADILLA, Monica. (2002). Op. Cit. P. 26
SETÓ, D. (2004). From the quality of service to customer loyalty. P 53..
UDAONDO, M. (1992). Op. Cit. P. 50.
ORDÓÑEZ, M. (1996). Op. Cit. P. 149.
DUEÑAS ARAQUE, Alonso. (2000). Management in customer care and service. P. 52
VELÁSQUEZ SOLANO, Hugo (2003). Service quality training. P. 78.
GUTIÉRREZ, R. (2003) Patient satisfaction as a measure of quality evaluation. P. 05.
GUTIÉRREZ, R. Op. Cit. P. 12.
HODGE, B. (1998). Op. Cit. p. 127.
OLTRA, V. (2003). Op. Cit. P. 63.
KELADA, JN (1996). Op. Cit. P. 105
THOMAS RUBIO, (2000). Human resources management and industrial relations. P. 52.
Ibid. P. 56.
KELADA, JN (1996). Op. Cit. 156.
ARSENJO M. (2002). Op. Cit. P. 195.
GUTIÉRREZ, R. (2003). Op. Cit. P. 130.
Data collection techniques
The survey technique will be applied, which will be supplied to the research sample made up of patients from the National Hospital "Daniel Alcides Carrión" in Callao.
Information processing
The data obtained with the Survey technique will be tabulated and analyzed and interpreted with the help of the statistical software SPSS, (Statistical Package for the Social Sciences) version 13, with which results with measures of central tendency and variability will be elaborated and demonstrated, thus such as the hypothesis test with Pearson's correlation coefficient (r).
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