EVALUATION OF HUMAN RESOURCE MANAGEMENT IN PUBLIC DENTAL ORGANISATIONS

Abstract

The article presents the results of the assessment of the performance of human resources services of dental organisations of state ownership. The subject of the study was the existing practice of human resource management services in dental organisations in several cities in the south of Kazakhstan (Almaty, Shymkent, Taraz). A scoring system was used as a research tool, and a qualitative study was conducted using a focus group that included human resource managers from dental organisations. Focus group questions included information on recruitment and selection strategies, adaptation of new staff and opportunities for staff development. As part of the assessment of the quality of human resources management, a quantitative and qualitative analysis of the composition of the workforce was carried out using indicators such as: staff turnover rate (doctors, nurses and non-medical staff), effectiveness of staff selection for interviews, employee satisfaction, implementation of human resources forecasts, preparation of a human resources reserve, existence of standardised operating procedures, existence of a corporate culture development programme. A sociological survey of 150 dentists and 120 nurses was conducted to assess satisfaction with working conditions and pay. A 36-item "Job Satisfaction Questionnaire" adapted to the objectives of the study was used. The normality of the distribution of the characteristic was tested using descriptive statistics, graphs and the Shapiro-Wilk statistical test (for small samples). Pearson's χ2 was used to test hypotheses about the significance of differences between frequencies, as well as the relationship between qualitative variables measured on nominal and ordinal scales. The purpose of the study is to examine the activities of human resources services of public sector dental organisations, identify priority problems and develop proposals for improving their work. Results. Staff turnover, vacancy filling and staff satisfaction were assessed as satisfactory. However, the work of the Human Resources Department is ineffective in key strategic areas such as human resources policy, the technologies used to manage labour relations, the development of motivation policies and the provision of resources (identification of human resources needs and the creation of a human resources reserve). Conclusion. The results of the study of the work of HR management services allowed to conclude that their activities do not meet the requirements of modern management. Modernisation of these services is impossible without mandatory training of personnel in HR management and development of unified standards of operating procedures for HR technologies.