Keywords
public management mechanisms
public management in health care
health care
innovative approaches
personnel development
personnel motivation
career growth
human resources potential
civil service
How to Cite
Abstract
Modern transformations of the system of socio-economic relations necessitate the reformatting of management models, the actualization of the role of publicity, and ensuring transparency in the staffing of important spheres of public life. The purpose of the article is an extended analysis of key innovative ways to optimize public management mechanisms in the healthcare sector in the context of current challenges. The study examines the main achievements of the upgrade of management strategies in the studied industry, identifies priority problems of the transformation process, and related challenges. Practical cases of the dynamics of management approaches to staffing in the healthcare sector of developed countries are analyzed, and basic legal and organizational aspects are identified that can serve as the basis for the formation of effective management strategies for the development of the industry in Ukraine. The impact of digitalization of management processes on industry management processes is studied, and the most important reforms in the industry are outlined, including the introduction of innovative electronic systems and technologies for optimizing the medical system. Relevant security challenges for the healthcare system in the digital information and communication environment are noted, in particular, the protection of confidential data, the prevention of unauthorized access, and the integrity of resources. The main directions of future reforms in the industry are highlighted, which will allow achieving greater efficiency of public administration: improving the quality of medical care, ensuring sufficient funding, improving sectoral legislation, and harmonizing standards with European requirements. The practical significance of the research results lies in the possibility of their use in the process of forming and implementing an effective personnel policy aimed at improving the effectiveness of public administration in the healthcare sector.
References
1. Ahn, M. J., & Chen, Y. C. (2022). Digital transformation toward AI-augmented public administration: The perception of government employees and the willingness to use AI in government. Government Information Quarterly, 39(2), 101664. https://doi.org/10.1016/j.giq.2021.101664
2. Boryshkevych, I. I., Hoi, N. V., & Zhuk, O. I. (2024). Teoretychni osnovy upravlinskoho potentsialu kerivnyka u sferi okhorony zdorov’ia [Theoretical foundations of managerial potential of a leader in the field of healthcare]. Inwestytsii: praktyka ta dosvid, (1), 67–72. https://doi.org/10.32702/2306-6814.2024.1.67
3. Brunetti, F., Matt, D. T., Bonfanti, A., De Longhi, A., Pedrini, G., & Orzes, G. (2020). Digital transformation challenges: strategies emerging from a multi-stakeholder approach. The TQM Journal, 32(4), 697-724. https://www.emerald.com/insight/content/doi/10.1108/tqm-12-2019-0309/full/html
4. Buljac-Samardzic, M., Doekhie, K.D., & van Wijngaarden, J.D. (2020). Interventions to improve team effectiveness within health care: a systematic review of the past decade. Hum Resour Health, 18(2). https://doi.org/10.1186/s12960-019-0411-3
5. Hasselgren, A., Kralevska, K., Gligoroski, D., Pedersen, S., & Faxvaag, A. (2020). Blockchain in healthcare and health sciences – A scoping review. International Journal of Medical Informatics, (134), 104040. https://doi.org/10.1016/j.ijmedinf.2019.104040
6. Hoi, N. V., & Pylypiv, M. S. (2024). Teoretychni zasady publichnoho upravlinnia personalom u zakladakh okhorony zdorov’ia [Theoretical principles of public personnel management in healthcare institutions]. In Hromadske zdorov’ia v Ukraini: problemy ta sposoby yikh vyrishennia “Tomilinski chytannia” (pp. 188–190). https://doi.org/10.5281/zenodo.14194418
7. Khanina, O. (2021). Napriamy vdoskonalennia systemy derzhavnoho upravlinnia kadrovym rozvytkom systemy okhorony zdorov’ia [Directions for improving the system of public administration of personnel development in the healthcare system]. Investytsiyi: praktyka ta dosvid, (24), 78–83. https://doi.org/10.32702/2306-6814.2021.24.78
8. Klenk, T., & Reiter, R. (2019). Post-New Public Management: reform ideas and their application in the field of social services. International Review of Administrative Sciences, 85(1), 3–10. https://doi.org/10.1177/0020852318810883
9. Kraus, S., Schiavone, F., Pluzhnikova, A., & Invernizzi, A. (2021). Digital transformation in healthcare: Analyzing the current state-of-research. Journal of Business Research, (123), 557–567. https://doi.org/10.1016/j.jbusres.2020.10.030
10. Krynychko, L. (2020). Rozrobka kadrovoho mekhanizmu derzhavnoho upravlinnia systemoiu okhorony zdorovia [Development of the personnel mechanism of public administration of the healthcare system]. Derzhavne upravlinnia: udoskonalennia ta rozvytok, (3). https://doi.org/10.32702/2307-2156-2020.3.40
11. Lucifora, C. (2023). Management practices in hospitals: A public-private comparison. PLoS ONE, 18(2), e0282313. https://doi.org/10.1371/journal.pone.0282313
12. MacLean, D., & Titah, R. (2022). A systematic literature review of empirical research on the impacts of e‐government: a public value perspective. Public Administration Review, 82(1), 23-38. https://doi.org/10.1111/puar.13413
13. Malihon, M. (2020). Derzhavna kadrova polityka u sferi okhorony zdorov’ia: teoretychni zasady ta suchasni tendentsii [State personnel policy in the healthcare sector: theoretical foundations and modern trends]. Ekonomika, upravlinnia ta administruvannia, 4(94), 160–164. https://doi.org/10.26642/ema-2020-4(94)-160-164
14. Mousa, S., & Othman, M. (2020). The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of Cleaner Production, (243), 118595. https://doi.org/10.1016/j.jclepro.2019.118595
15. Paul, M., Maglaras, L., Ferrag, M., & Almomani, I. (2023). Digitization of healthcare sector: A study on privacy and security concerns. ICT Express, 9(4), 571–588. https://doi.org/10.1016/j.icte.2023.02.007
16. Petrigna, L., & Musumeci, G. (2022). The Metaverse: A New Challenge for the Healthcare System: A Scoping Review. Journal of Functional Morphology and Kinesiology, 7(3), 63. https://doi.org/10.3390/jfmk7030063
17. Reina, R., & Scarozza, D. (2020). Human resource management in the public administration. In Organizational development in public administration: The Italian way (pp. 61–101). Cham: Springer International Publishing. https://doi.org/10.1007/978-3-030-43799-2_3
18. Shi, M., Wang, Q. & Guo, F. (2023). Application of medical intelligence based on Apriori algorithm in the management of rehabilitation nursing personnel. Soft Comput, (2023). https://doi.org/10.1007/s00500-023-08627-6
19. Simonet, D. (2014). Assessment of new public management in health care: the French case. Health Res Policy Sys, (12), 57. https://doi.org/10.1186/1478-4505-12-57
20. Vasiuk, N. O., Kotov, O. O., & Savina, T. V. (2022). Formuvannia rezervu upravlinskoho personalu u sferi okhorony zdorov’ia v Ukraini yak skladovoi kariiernoho rozvytku [Formation of a reserve of management personnel in the healthcare sector in Ukraine as a component of career development]. Investytsiyi: praktyka ta dosvid, (2), 139–144. http://www.investplan.com.ua/pdf/2_2022/23.pdf
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Copyright (c) 2025 Nataliia Hoi, Mykola Pylypiv