Journal article
Implementing large-scale workforce change: learning from 55 pilot sites of allied health workforce redesign in Queensland, Australia
Human Resources for Health, Vol.11
2013
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Abstract
<p><h4>Background</h4></p>
<p>Increasingly, health workforces are undergoing high-level ‘re-engineering’ to help them better meet the needs of the population, workforce and service delivery. Queensland Health implemented a large scale 5-year workforce redesign program across more than 13 health-care disciplines. This study synthesized the findings from this program to identify and codify mechanisms associated with successful workforce redesign to help inform other large workforce projects. <h4>Methods</h4></p>
<p>This study used Inductive Logic Reasoning (ILR), a process that uses logic models as the primary functional tool to develop theories of change, which are subsequently validated through proposition testing. Initial theories of change were developed from a systematic review of the literature and synthesized using a logic model. These theories of change were then developed into propositions and subsequently tested empirically against documentary, interview, and survey data from 55 projects in the workforce redesign program. <h4>Results</h4></p>
<p>Three overarching principles were identified that optimized successful workforce redesign: (1) drivers for change need to be close to practice; (2) contexts need to be supportive both at the local levels and legislatively; and (3) mechanisms should include appropriate engagement, resources to facilitate change management, governance, and support structures. Attendance to these factors was uniformly associated with success of individual projects. <h4>Conclusions</h4></p>
<p>ILR is a transparent and reproducible method for developing and testing theories of workforce change. Despite the heterogeneity of projects, professions, and approaches used, a consistent set of overarching principles underpinned success of workforce change interventions. These concepts have been operationalized into a workforce change checklist.</p>
Details
- Title
- Implementing large-scale workforce change: learning from 55 pilot sites of allied health workforce redesign in Queensland, Australia
- Creators
- Susan A Nancarrow - Southern Cross UniversityAlison Roots - Southern Cross UniversitySandra Grace - Southern Cross UniversityAnna M Moran - Southern Cross UniversityKerry Vanniekerk-Lyons - Southern Cross University
- Publication Details
- Human Resources for Health, Vol.11
- Identifiers
- 2789; 991012821780502368
- Academic Unit
- Faculty of Health; School of Health and Human Sciences; Allied Health and Midwifery
- Resource Type
- Journal article