Development of Workforce Management Framework for Public Health Personnel in Maha Sarakham Provincial Public Health Office
Abstract
Abstract
This action research aimed to develop the personnel workforce framework management under the Maha Sarakham Provincial Public Health Office. The research utilizes a workforce framework management for public health personnel based on workforce allocation policies, management guidelines, and the organizational structure and workforce framework for regional government administrative units under the Ministry of Public Health (2022-2026).
The study also incorporates actual work data from 5 employment types as of February 1, 2023, personnel database information from the Public Health Personnel Management Information System. Additionally, the study considered professional standards, career progression, alignment with mission-level service quality enhancement based on the Standard Academic Professional (SAP), and insights from in-depth interviews with executives, Human Resource Management Committee, Chief Human Resource Officers (CHRO), service unit staff, and those responsible for human resource management groups within the Maha Sarakham Provincial Public Health Office.
The findings reveal that all 73 units under the Maha Sarakham Provincial Public Health Office applied the workforce framework management model as an analytical tool. By the end of the 2022-2026 workforce framework (100%), the overall organizational framework showed an increase of 9.23%. The unit with the highest workforce framework increase was the Borabue District Public Health Office, with a peak increase of 83.33%. Further analysis indicated that district public health offices (L) should have 11-15 workforce frames. Followed by Kudrung Hospital with a 26.15% increase, while F2 hospital experienced increased due to service level enhancement missions for F3 hospital.
In terms of job category overview, the highest workforce utilization was observed in the Back Office support roles, exceeding the framework by 101.04%, followed by professional roles at 60.06%, particularly positions such as audiovisual officers, radiologic technologists, and dentists were notable.
Key success factors in managing the workforce framework included: 1) Executives and Human Resource Management Committee of Maha Sarakham Provincial Public Health Office (CHRO), 2) Service unit personnel within the Maha Sarakham Provincial Public Health Office, and 3) Public Health Personnel Management Information System (HROPS).
Recommendations: The workforce framework management should use the same management to facilitate workforce planning, vacancy management, career progression supporting, Distribute position distribution, and adjustments in alignment with service quality enhancement (SAP).
The framework should be flexible and adaptable at regular intervals to respond to workforce policies and the specific context of each area.
Keywords : Workforce Management, Workforce Framework, Public Health Personnel Workforce, Workforce Management Framework Development
