NECESSITY OF HUMAN RESOURCES PLANNING IN THE WORK OF A HEALTH INSTITUTION

Christos Alexopoulos, Danijela Radoičić, Tijana Joncic, Dragan Radosavljević, Marija Mikić Mladenovic, Ivan Milojević

Pages: 76–81

DOI: 10.37392/RapProc.2022.18

Many of the challenges that health organizations face today are different in their work and depend on the regulations of changes in business, competition, but also the insufficient amount of all resources. The main goal of health organizations is to achieve a high quality of service. Today, the health sector is facing competition that leads to the need to gather information about current and potential users of adequate medical services. The efficiency and quality of the services provided by health institutions is largely determined by the qualification of the staff and the quality of the work team. This should be set in the conditions of increased need for better and more accurate diagnosis of various diseases and better treatment of patients. Therefore, the leaders of the organization of the health institution have a difficult task regarding the application of strategic management in order to best organize good working conditions in the team and create success in the treatment of patients. The success that the health institution will achieve depends on the education of employees, but also the application of new technologies, but also the procurement and provision of modern and adequate equipment. All this together can lead to significant and notable results in treating patients and achieving success and progress. An appropriate strategy is needed that will be implemented, but also overcome the challenges of today. That is why human resource management is one of the important tasks for an organization to survive in a changing environment and achieve success. There are three important goals in this. First of all, it is necessary to solve the problem and define the concepts related to the process of human resource planning. The second part is the one related to achieving competitiveness and specificity of the health institution. The third part included continuous training of health workers through scientific research, education and training and adaptation of innovations in health. Based on all the achieved results, it is necessary to draw conclusions and provide guidelines for further work, which indicates the need for continuous monitoring and constant creation of plans for the future.
  1. A. Stanković, M. Pećić, B. Ostojić, “Važnost ljudskih resursa u poslovnom odlučivanju,” Vojno delo, Upravljanje sistemima, vol. 70, br. 7, str. 431 – 446, 2018.
    (A. Stanković, M. Pećić, B. Ostojić, “The importance of human resources in business decision-making,” Mil. work, Syst. Manag., vol. 70, no. 7, pp. 431 – 446, 2018.)
    DOI: 10.5937/vojdelo1807431S
  2. P. Jevtić, Lj. Stošić-Mihajlović, J. Starc, “Kadrovske funkcije top menadžmenta,” u Zborniku radova 10-te Међународнe мајскe конференцијe о стратешком менаџменту (IMCSM 2014) , Bor, Srbija, 2014, str. 533.
    (P. Jevtić, Lj. Stošić-Mihajlović, J. Starc, “Personnel functions of top management,” in Proc. 10th Int. May Conf. Strateg. Manag. (IMCSM 2014), Bor, Serbia, 2014, p. 533.)
    Retrieved from: http://media.sjm06.com/2014/07/Final-IMKSM14_Book-of-Proceedings.pdf
    Retrieved on: Mar. 15, 2022
  3. J. Jaganjac, “Planiranje ljudskih resursa u funkciji uspješnosti na radu,” Tranzicija, vol. 12, br. 25 – 26, str. 137 – 145, 2010.
    (J. Jaganjac, “Human resource planning in the function of success at work,” Transition, vol. 12, no. 25 – 26, pp. 137 – 145, 2010.)
    Retrieved from: https://hrcak.srce.hr/clanak/95200#
    Retrieved on: Mar. 15, 2022
  4. S. Marušić, “Politika ljudskih resursa za europsku konkurenciju”, Privredna kretanja i ekonomska politika, vol. 11, br. 88, str. 29 – 51, 2001.
    (S. Marušić, “Human Resources Policy for European Competition ”, Eco. Trends Eco. Policy, vol. 11, no. 88, pp. 29 – 51, 2001.)
    Retrieved from: https://hrcak.srce.hr/18788
    Retrieved on: Feb. 21, 2022
  5. A. Gračanac, “Klasterizacija u zdravstvu,” PONS-Medicinski časopis, vol. 9, br. 3, str. 114 – 115, Sep. 2012.
    (A. Gračanac, “Clustering in the health care,” PONS-Med. J., vol. 9, no. 3, pp. 114 – 115, Sep. 2012.)
    Retrieved from: https://www.ponsjournal.info/pons-casopis/pons-32.pdf
    Retrieved on: Feb. 21, 2022
  6. M. Čavlin, S. Ignjatijević, G. Čavlin, “Savremeni koncept upravljanja performansama javnih zdravstvenih ustanova u Republici Srbiji,” Vojno delo, Upravljanje sistemima, vol. 67, br. 4. str. 301 – 316, 2015.
    (M. Čavlin, S. Ignjatijević, G. Čavlin, “Modern concepts of performance management of public health institutions in the Republic of Serbia,” Mil. work, Syst. Manag., vol. 67, no. 4. pp. 301 – 316, 2015.)
    DOI: 10.5937/vojdelo1504301C
  7. A. R. Boljević, J. Đ. Premović, V. R. Stojanović-Aleksić, “Ljudski resursi kao faktor kreiranja konkurentskih prednosti turističkih preduzeća,” Tehnika – Menadžment, vol. 69, br. 1, str. 145 – 150, 2014.
    (A. R. Boljević, J. Đ. Premović, V. R. Stojanović-Aleksić, “Human resources as a factor of creating competitive advantages of the tourism enterprises,” Tech. – Manag., vol. 69, no. 1, pp. 145 – 150, 2014.)
    DOI: 10.5937/tehnika1401145B
  8. D. N. Đuričin, S. V. Janošević, Đ. M. Kaličanin, Menadžment i Strategija, 4-to izdanje, Beograd, Srbija: Centar za izdavačku delatnost Ekonomskog fakulteta, 2009, str. 72.
    (D. N. Đuričin, S. V. Janošević, Đ. M. Kaličanin, Management and Strategy, 4th ed., Belgrade, Serbia: Center for Publishing Activities of the Faculty of Economics, 2009, p. 72.)
  9. 15 Active-learning Strategies, USC Center for Excellence in Teaching, Los Angeles (CA), USA.
    Retrieved from: https://cst.usc.edu/teach/strategies/the-inverted-classroom/
    Retrieved on: Mar. 19, 2022
  10. Dobro zdravlje: Cilj 3. Obezbediti zdrav život i promovisati blagostanje za sve ljude svih generacija , Indikatori cilјeva održivog razvoja, Njujork, SAD, 2017.
    (Good health and well-being: Goal 3. Ensure healthy lives and promote well-being for all at all ages , Sustainable Development Goal indicators, New York (NY), USA, 2017.)
    Retrieved from: https://sdg.indikatori.rs/sr-latn/area/good-health-and-well-being/?subarea=SDGUN031201&indicator=031201IND03
    Retrieved on: Mar. 19, 2022
  11. Србија и Агенда 2030: Мапирање националног стратешког оквира у односу на циљеве одрживог развоја , Републички секретаријат за јавне политике, Београд, Србија, 2018.
    (Serbia and Agenda 2030: Mapping the national strategic framework in relation to the goals of sustainable development , Republic Secretariat for Public Policies, Belgrade, Serbia, 2018.)
    Retrieved from: https://rsjp.gov.rs/wp-content/uploads/Agenda-UN-2030.pdf
    Retrieved on: Mar. 19, 2022
  12. T. Radosavljević, “Demografski trendovi i kadrovski potencijal Srbije,” predstavljen na Demografski trendovi i kadrovski potencijal Srbije, Beograd, Srbija, Maj 2013.
    (T. Radosavljević, “Demographic trends and personnel potential of Serbia,” presented at the Demographic trends and personnel potential of Serbia, Belgrade, Serbia, May 2013.)
    Retrieved from: https://www.rlkbg.org.rs/images/docs/demografskitrendovi.pdf
    Retrieved on: Mar. 19, 2022