Human Resource Management in the Context of the Global Economic Crisis

The relevance of the study of human resources management in crisis conditions is determined, firstly, during social change, destroyed the existing usual ways of living, changing values and priorities of society, leading to the disappearance of some and the emergence of other forms of activity. This puts a person a new life task, “creativity” as a manifestation of activity of subject of activity, when the subject and object of the interaction may be reversed, as the operand and the operator. It should be stressed that in modern conditions of dynamic change is changing the paradigm, the subject and methods of management. And, as shows the analysis of the literature, which is especially valuable for economic psychology, psychology of business and management - namely inadequate representation of managers about changes in the economic, political, juridical (legal) entities and the management are the major obstacle to business development and the formulation of effective management of the organization. The problem of the inadequacy of the views of managers about the realities on the basis of which develops business or management is particularly acute for the Russian economy. Keywords: economy, economic crisis, human resources, management, motivation JEL Classifications: J22, J24, J31, J3

Kazakhstan can achieve ambitious HIV targets despite expected donor withdrawal by combining improved ART procurement mechanisms with allocative and implementation efficiencies

Background Despite a non-decreasing HIV epidemic, international donors are soon expected to withdraw funding from Kazakhstan. Here we analyze how allocative, implementation, and technical efficiencies could strengthen the national HIV response under assumptions of future budget levels. Methodology We used the Optima model to project future scenarios of the HIV epidemic in Kazakhstan that varied in future antiretroviral treatment unit costs and management expenditure-two areas identified for potential cost-reductions. We determined optimal allocations across HIV programs to satisfy either national targets or ambitious targets. For each scenario, we considered two cases of future HIV financing: the 2014 national budget maintained into the future and the 2014 budget without current international investment. Findings Kazakhstan can achieve its national HIV targets with the current budget by (1) optimally re-allocating resources across programs and (2) either securing a 35% [30%-39%] reduction in antiretroviral treatment drug costs or reducing management costs by 44% [36%-58%] of 2014 levels. Alternatively, a combination of antiretroviral treatment and management cost-reductions could be sufficient. Furthermore, Kazakhstan can achieve ambitious targets of halving new infections and AIDS-related deaths by 2020 compared to 2014 levels by attaining a 67% reduction in antiretroviral treatment costs, a 19% [14%-27%] reduction in management costs, and allocating resources optimally. Significance With Kazakhstan facing impending donor withdrawal, it is important for the HIV response to achieve more with available resources. This analysis can help to guide HIV response planners in directing available funding to achieve the greatest yield from investments. The key changes recommended were considered realistic by Kazakhstan country representatives.sch_iih12pub4673pub

Allocations to programs under the status-quo scenario and the realistic scenario to achieve ambitious targets.

<p>This figure illustrates the 2014 allocation to HIV programs in Kazakhstan, alongside the optimal distribution of funds under the realistic scenario to achieve ambitious targets. This bar illustrates the ‘best-fit’ result, whilst uncertainty bounds around the program allocations are presented in <a href="http://www.plosone.org/article/info:doi/10.1371/journal.pone.0169530#pone.0169530.t001" target="_blank">Table 1</a> and <a href="http://www.plosone.org/article/info:doi/10.1371/journal.pone.0169530#pone.0169530.s004" target="_blank">S4 Fig</a>.</p

Contour plot of thresholds to achieve national and ambitious targets with varying levels of management cost reductions and treatment cost reductions.

<p>This figure illustrates the estimated reduction in management costs and treatment costs required to achieve i) national targets (light grey region), and ii) ambitious targets (dark grey region) should the annual budget be restricted to a) 2014 levels (Fig 2A), or b) 2014 levels without international donor funding (Fig 2B). The colored contours show the thresholds for percentage reductions in both newly acquired HIV infections and AIDS-related deaths by 2020 compared to 2014 levels. The ‘no increase’ contour is the threshold for satisfying the national targets (and is hence the border for the light grey region), whilst the ‘50% decrease’ contour satisfies the ambitious targets (and is hence the border for the dark grey region). In each simulation, the proportion of the budget dedicated to direct programs is optimally distributed across programs to minimize incidence, minimize deaths, and virtually eliminate MTCT.</p

Gross domestic product per capita, ART unit costs, and key HIV/AIDS program spending data in selected EECA countries.

<p>This figure highlights key HIV-related spending data from selected countries in the Eastern Europe and Central Asia region. Only countries for which data were available are illustrated. The pie charts represent total HIV spending in 2014, and the bar graphs represent national gross domestic product (GDP) per capita and ART unit costs. The red text within the parentheses represents the proportion of the respective national budget consumed by management costs.</p

Allocations to programs, associated coverages levels, and key epidemiological outcomes.

<p>This table summarizes the allocation to–and associated coverage of–each modeled program for the status-quo scenario and also the multi-efficiency scenario to achieve ambitious targets. This table also contains several key summary epidemiological outcomes from the modeled scenarios. We note here that whilst total 2015 spending is constrained by the relevant assumption of available budget, spending in consecutive years may vary slightly due to treatment liabilities, where treatment <i>coverage</i> is held constant rather than the <i>number of people</i> receiving treatment.</p