Austerity, resilience and the management of actors in public hospitals

A qualitative study from South Africa

Dados Bibliográficos

ID21880017
AutoresThanduxolo Fana (0000-0003-4439-2555, University of the Witwatersrand, autor correspondente), Jane Goudge (0000-0001-6555-7510, University of the Witwatersrand)
Ano2021
Volume6
Fascículo2
Páginase004157
Data de publicação2021-02-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoBMJ Global Health (JOURNAL)
Identificadores do periódicoISSN: 2059-7908 • E-ISSN: 2059-7908
EditoraBMJ (PUBLISHER • GB)
DOI10.1136/bmjgh-2020-004157
PMID33622710
OpenAlexW3131215565
IdiomaEN
Citações recebidas6
Referências citadas26

BACKGROUND: Global economic recession coupled with internal inefficiencies and corruption has led to a period of austerity in the South African healthcare system.This paper examines the strategies used by management in response to austerity in the three public hospitals and their effect on organisational functioning. METHODS: We used a comparative qualitative case study approach, collecting data using a combination of in-depth interviews with managers, and focus group discussion and interviews with shop stewards and staff. RESULTS: Austerity, imposed by the introduction of a provincial cost containment committee, has led to a reduction in staff, benefits, shortages of equipment and delayed procurement and recruitment processes. Managers in the first hospital maintained training on labour relations for staff and managers, they jointly planned how to cope with reduced staff and initiated a new forum for HR and finance staff. These strategies improved the way actors engaged, enabling them to resolve problems. Good communication ensured that staff understood what was within the hospitals control and what was not. A second hospital relied on absorptive strategies, such as asking staff to do more with less. The result was resistance, and greater use of sick leave. Some staff gave their own money to help feed patients but were angry at management for putting them in this difficult position. Leadership in the third hospital did not manage actors well either; help from the Government's Expanded Public Works Programme was rejected by the unions, managers did not attend meetings as they felt their contributions were not listened to. Poor communication meant that the managers and staff did not understand what was within the hospital's control and what was not; a misunderstanding led to a physical fight between managers. CONCLUSION: Organisational resilience in the face of austerity requires leaders to manage different stakeholders well. Hospital managers who promote democratic or participatory leadership and management, open communication, teamwork and trust among all stakeholders will lead better functioning organisations. A special focus should be placed on such practices to develop the resilience of health systems' organisations

Austerity · Business · Economic growth · Economics · Focus group · Health care · Political science · Politics · Procurement · Psychological resilience · Public health · Public relations · Qualitative research · Recession · Sociology · Employment and Welfare Studies · Healthcare Systems and Challenges · Management and Organizational Studies · Medicine · Nursing · Psychology · Marketing