Bhamray Dushyant Motiram, Mehata Pallavi, Darekar Avinash Bhaskar
Bhamray Dushyant Motiram1*, Mehata Pallavi 1 , Darekar Avinash Bhaskar 2
1Faculty of Management, Pacific University Udaipur- 313003 Rajasthan.
2KVNSPS IoPER, Canada Corner, Nashik, Maharashtra.
Volume - 10,
Issue - 4,
Year - 2019
An endeavour of this study is to adopt strategies that were effective, efficient and reliably high performing and the public expected governments to be more selective. For choosing priorities for identifying problems, and objectives, and for rational assessment of alternatives for intervention could be a tool for decision-makers, acted an explicit framework to justify their choices. For guiding decision-making, the complexity of the health field was another argument that pleaded in favour of the development of a policy framework. Various sectors may require working in conjunction as health problems were multifaceted. Both on the health of individuals and on other economic and social sectors all the actions undertaken in the health sector may have significant and long-lasting effects. Therefore, some wrong decisions in the field may have particularly disastrous effects. In the health sector, it was important that, the decision-making process should be anchored in solid analytical skills, based on the proven management techniques, best knowledge and guided by a clear vision and the means needed to get there. In this paper a crucial part of the health policy development process is the development of the workforce thus appears to be putting workforce problems on the political agenda. By developing explicit HRM policies is a way to clarify objectives and priorities in this area and to promote a more comprehensive and systematic approach to HRM. The expectations and needs of populations in the long term, the prospect opens by developing more responsive health care systems.
Cite this article:
Bhamray Dushyant Motiram, Mehata Pallavi , Darekar Avinash Bhaskar. Sustainable human resource management for implementation of health policies and programme with reference to mass gathering. Asian Journal of Management. 2019; 10(4):281-300. doi: 10.5958/2321-5763.2019.00043.X