“…A primary public health goal in low- and middle-income countries (LMICs) is improved quality of healthcare. High-quality healthcare services result in increased service utilization and better health outcomes and are heavily dependent on the performance of individual healthcare providers [1]. In recent years, however, some healthcare providers1 in LMICs have been found to engage in behaviors that prioritize personal profit and desires over high-quality service delivery.…”
Recent studies reveal public-sector healthcare providers in low- and middle-income countries (LMICs) are frequently absent from work, solicit informal payments for service delivery, and engage in disrespectful or abusive treatment of patients. While extrinsic factors may foster and facilitate these negative practices, it is not often feasible to alter the external environment in low-resource settings. In contrast, healthcare professionals with strong intrinsic motivation and a desire to serve the needs of their community are less likely to engage in these negative behaviors and may draw upon internal incentives to deliver a high quality of care. Reforming medical education admission and training practices in LMICs is one promising strategy for increasing the prevalence of medical professionals with strong intrinsic motivation.
“…A primary public health goal in low- and middle-income countries (LMICs) is improved quality of healthcare. High-quality healthcare services result in increased service utilization and better health outcomes and are heavily dependent on the performance of individual healthcare providers [1]. In recent years, however, some healthcare providers1 in LMICs have been found to engage in behaviors that prioritize personal profit and desires over high-quality service delivery.…”
Recent studies reveal public-sector healthcare providers in low- and middle-income countries (LMICs) are frequently absent from work, solicit informal payments for service delivery, and engage in disrespectful or abusive treatment of patients. While extrinsic factors may foster and facilitate these negative practices, it is not often feasible to alter the external environment in low-resource settings. In contrast, healthcare professionals with strong intrinsic motivation and a desire to serve the needs of their community are less likely to engage in these negative behaviors and may draw upon internal incentives to deliver a high quality of care. Reforming medical education admission and training practices in LMICs is one promising strategy for increasing the prevalence of medical professionals with strong intrinsic motivation.
“…74% of physicians work in urban areas, where their ratio to population is 17 times higher than in rural areas; 8% of health facilities are not functional because of the absence of personnel [ 33 ]. Absenteeism, low productivity [ 38 – 40 ]; difficulty in recruiting and retaining personnel, and management deficiencies [ 31 ] are considered as the main HRH problems. Policy and regulation To improve performance, the Tanzania National eHealth Strategy 2013 – 2018 e proposes to give healthcare workers access to continuous professional development through e-learning and digital resources.…”
This study sought to assess actions which Indonesia, Sudan, and Tanzania took to implement the health workforce commitments they made at the Third Global Forum on Human Resources for Health (HRH) in November 2013. The study was conducted through a survey of published and gray literature in English and field research consisting of direct contacts with relevant ministries and agencies. Results show that the three countries implemented interventions to translate their commitments into actions. The three countries focused their commitments on improving the availability, geographical accessibility, quality of education, and performance of health workers. The implementation of the Recife commitments primarily entailed initiatives at the central level, such as the adoption of new legislation or the development of accreditation mechanisms. This study shows that action is more likely to take place when policy documents explicitly recognize and document HRH problems, when stakeholders are involved in the formulation and the implementation of policy changes, and when external support is available. The Recife Forum appears to have created an opportunity to advance the HRH policy agenda, and advocates of health workforce development in these three countries took advantage of it.
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