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HUMAN RESOURCE DEVELOPMENT (HRD) INTERVENTIONS IN ORAL HEALTH

CARE SERVICES

Author: Dr. Shoeb Ahmed Ilyas BDS, MPH, EMSRHS, M.Phil. (HHSM), MHRM,

MS (PSY), MS (BIOTECH), PGDMLE, FHTA.

Health Care Quality Management Consultant

Ruby Med Plus, Telangana State, India.

Oral Health care has emerged as one of the Dynamic and

most perceptible expressions of society’s mind-set to the value of life. The approach to health care

is no longer narrowly techno-medically oriented, but an integral one taking together physical,

emotional, social, spiritual and intellectual health (O’Donnell 2000; Shea 2000). Oral Health care

sector in India has undergone a rapid change and development within the last decade. In order to

keep pace with the technological, socio-cultural and economic changes, the Indian Oral health care

sector has improved its physical and financial resources considerably and need to focus on

development of human resource.

UNDERSTANDING CONCEPTS OF HUMAN RESOURCE AND HRD

Human resource plays a significant role in effective functioning of an Oral health care

establishment. According to the world health report 2000, human resources for health are defined

as -

“The stock of all individuals engaged in the promotion, protection or improvement of population

health”. Human beings are the most essential resources in health care as they play a pivotal role in

managing and delivering the health services. Proper and efficient management of human

resources is essential to any health care system because it improves the overall patient health

outcomes and delivery of health care.

Gibb, S (2008) Defined Human resource development as “a process of observation, planning,

action and review to manage the cognitive capacities, capabilities and behaviors needed to enable

and improve individual, team and organizational performance in work organizations”.

HRD as a concept demands a specific and congenial climate to take root. It enriches the work life

in an organization and aims to link productivity with a sense of personal fulfillment. HRD involves

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all management decisions and practices that direct, affect or influence the Human Resources in the

organization. The HRD process can be depicted as follows:

The first phase in the HRD process involves observation, which mainly deals with the assessment

of HRD needs at work. The next phase involves planning, which deals with setting objectives for

HRD at work intervention to achieve results. The third phase involves action, in professionally

delivering HRD at work using a range of methods and techniques. The process is completed by

review wherein HRD experiences and outcomes are evaluated.

Gibbs, S (2008) Human Resource Development (HRD) encompasses the development-oriented

activities of the organization and in a broader sense can be considered as a part of people

management that deals with the process of facilitating, guiding and coordinating work related

learning and development to ensure that individuals, teams and organisation can perform efficiently

and effectively. 'HRD mechanisms take' into account potential appraisal, performance appraisal,

training and development, career planning and development, and related activities.

Gilley et al (2002) in his pioneering work on human resource development concluded that there are

four fundamental component areas of human resource development: individual development,

career development, performance management and organisational development. According to

OBSERVE

REVIEW PLAN

ACT

The HRD Process (Source: Gibb, S (2008) Human resource development)

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them each component varies from organisation to organisation depending on the complexity of the

operation and the organisational commitment to improved human resources.

NEED FOR HRD INTERVENTIONS

In today's highly turbulent Economic Recession environment, 'change' has become an inevitable

part of life. Dental Hospitals that do not change when needed are not sensitive to the need for

change, do not survive in the perfect market. Hence, Creation of a quality environment and a

responsive synergic climate is necessary to reinforce cooperative, collaborative and

communicative mindset and vision of transformation and change (Lombardi 1997).

Dental Hospitals in order to be successful need to place a high priority on proactivity and

systematic understanding of organizational issues and on responding to current and future Patient

needs. In present Dental settings, the question 'How Dental Hospitals can establish their

competitive positions' is vital for their survival in a highly competitive environment need to be

analyzed.

The competitors can easily imitate all the functional area competencies and Strategies followed but

it seems difficult to match competent human resource, which is the appreciating asset of any

Dental Hospital.

The quality of Oral health care Service Delivery in terms of Dental equipment and

infrastructure, competent Dentist, well-trained Dental Hygienist and dental nurses, efficient

administrative personnel and hygienic surroundings are undoubtedly needed, but without a ‘care

culture’ they might prove derisory. This is particularly so because Oral health care is basically a

service that has 80-90 per cent human interface in the process of delivery, whereas only 10 per

cent is equipment supported human interface.

The audit in several Dental organizations shows wide discontent of Dental staff concerning

personnel Polices, Lack of motivation & supervisory skills at the senior management level, High

parochialism with respect to one's function and department and Highly bureaucratic culture. If the

Indian Dental organizations are to develop and maintain their competitive edge, the potential value

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of the employees needs to be increased by enhancing and linking their skills and capabilities in

tune with the contemporary requirements of the market.

The interface between the Dental staff and the Dental organization are critical to full utilization of

human resources. This interface between the Dental staff and the Dental organization can be

effectively handled with the

help of HR planning, work analysis, career development, leadership, job motivation, appraisal-

reward process, and a favorable organizational culture.

Spindler (1994), suggested that individual and the organization establish a ‘psychological

contract’ which creates emotions and attitudes, which form and control behaviour .The individual

member expects to make contributions to the organization and receives certain rewards in return.

The organization provides certain rewards and expects in return certain contributions from

the individual..

For an Dental Staff to perform productively, the climate prevailing in the organization needs to be

conducive for their development, Hence 'OCTAPAC culture' can be adopted, which depicts the

degree of openness, confrontation, trust, autonomy, pro-activity, authenticity and collaboration.

CONCLUSION

HRD in Dental organizations is necessary for effectively coping with changes in the external

environment, expectations of the new breed of Dentist and the need for adjustment to rapid

changes in Dental technology. Sustained leadership of Dental organizations is likely to depend on

the successful implementation of HRD programmes. A successful combination of committed Dental

Staff and a benevolent Dental organization would be beneficial in the long run. This is possible only

if Dental organizations adopt HRD practices with modern managerial philosophy.

REFERENCES: -

Gibb, S. (2008) Human Resource Development: Process, Practices and perspectives. 2nd Ed.

Hampshire: Palgrave Macmillan

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Gilley,J.W., Eggland,S.A and Gilley,A.M. (2002) Principles of Human Resource Development. 2nd

Ed. Cambridge: Perseus publications.

O’Donnell, M. (2000). Health promotion in the workplace. Chicago: American Hospital Association.

Lombardi, Donald (1997). Reorganizational and renewal: Strategies for health care leaders.

Chicago: American College of Health Care Executives.

Shea, John (2000). Spirituality and health care. Chicago: Park Ridge Center.

Spindler, G S (1994). “Psychological Contract in the Work Place: A Lawyer’s View,” Human

Resource Management, 33(3), 325-333.)

World Health Report 2000. Health Systems: Improving Performance (online) World Heath

Organisation. Available from: http://www.who.int/whr/2000/en/whr00_en.pdf (Accessed 20

December 2008).

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