Term Paper on "Health Care the Staffing Policies"

Term Paper 3 pages (1212 words) Sources: 1+

[EXCERPT] . . . .

The market demand for medical care is expected to increase. Overall, this should improve employment in the health care sector. The demand for each occupation will be inline with growth in that occupation. This means that there will be limited demand for dentists, optometrists, and lab technicians. There will be a medium level of demand for vocational nurses, physicians, and registered nurses. Finally, there will be a high level of demand for physical therapists, speech-language pathologists and audiologist, dental hygienists, respiratory therapists, and physician's assistants.

3. Future Employment Needs

While there is uncertainty in the demand for health care workers, employment needs are expected to increase as the demand for health care increases. One thing that organizations can do to meet their future needs is to focus on retaining good staff. Since employment is not expected to decrease, health care organizations can reasonably assume that they will not need to reduce staff numbers. This means that there is little risk in a strategy based on retaining staff, while keeping current staff members reduces the need to recruit new employees. At the same time, retaining staff means that the organization will have a higher number of long-term employees with experience within the organization. This can help the organization to introduce new staff members effectively, while also limiting the problems associated with introducing new staff.

Another key issue is that a particular health care organizations ability to recruit staff depends not only on the employment market overall, but also on the individual organization. This means that even if the employment market is suffering from a lack of qualified staff overall, a particular organization may not suffer if it is a desirable place to work. Health care organizations can prepare for the possibility of needing to recruit from a relatively small pool of employees by ensuring that the organization is desirable to potential employees. If this is managed effectively, the desirable organization will gain suitable staff, while less desirable organizations will suffer. This can become a potential source of advantage for health care organizations.

4. Porter's Competitive Strategies

In Competitive strategy: Techniques for analyzing industries and competitors, Porter (1980) described three possible competitive strategies. These were differentiation, cost leadership, and focus. These three strategies can all apply to health care organizations.

Differentiation refers to a strategy based on differentiating products and services from those of competitors. Since health care organizations are competing against others, this strategy can apply. This may become especially significant as more health care organizations become part of HMOs.

Cost leadership refers to a strategy focused on reducing costs and applying tight controls to improve efficiency and profitability. This is the major strategy that the HMOs have used and will continue to be an important strategy for many health care organizations.

Focus refers to a strategy where an organization concentrates on a specific niche market or buyer group. This may be an effective strategy for some health care organizations. For example, a health care organization could target expectant and new mothers with a service designed specifically for them. A health care organization could also target elderly individuals with specific services. This may become an important strategy in the future, especially since a focus strategy is a competitive strategy that often involves increasing prices and profits, since the service has specific value for the targeted group. As health care organizations seek greater profits, this strategy may become more popular.

References

Porter, M.E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.

Sonnenfield, J.A., & Peiperl, M.A. (1988). Staffing policy as a strategic response: A typology of… READ MORE

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