Mobile Technology and Public Health Organizational System

Information technology has a transformation power and it enables to conquer complexity (Glaser, 2013). According to Trochim et al.(2006) Public health system is very complex. Recently with a wide spread of mobile technology globally, public and private health systems have also seen its rapid growth and integration targeting to reduce the existing complexity, costs, human errors and as a result to simplify the processes, increase health professionals mobility and improve patient outcomes. The aim of this paper is to review the socio-economic impact, benefits and challenges of mobile technology integration into the public health system for all the stakeholders and to identify whether it simplifies their existing problems or “complexifies” them

Strengthening the ICUs' human resource-related responses to Covid-19: A rapid review of the experience during the first year of public health emergency

By drawing on macro-categories of key human resource (HR) management interventions recommended by the Organization for Economic Co-operation and Development (OECD) during the Covid-19 pandemic, this study aimed to explore whether and how Intensive Care Units (ICU) have strengthened their HRs during the first year of Covid-19 emergency. A rapid review was conducted to provide a quick synthesis of the literature in English identified in the Web of Science Core Collection (WoS), PubMed, and Scopus databases. A total of 68 articles qualified for the final analysis. The findings illustrated that health organisations were often guided by staffing ratios to estimate capacity to care, aimed to modify the scope of practice of providers, redeployed both internal and external staff to ICUs, created and adapted the Covid-19-specific staffing models, and implemented technological innovations to provide services to the unprecedented number of patients while protecting the physical and mental health of their staff. The insights of this research should be helpful for health leaders, HR Managers, and policymakers who have faced unprecedented challenges and tough decisions during this emergency. The findings could also inform beyond-Covid-19 ICU policies and guide future research

Artificial intelligence in health‐care: implications for the job design of healthcare professionals

The adoption of Artificial Intelligence (AI) in the healthcare sector is growing, and AI-based technologies are envisioned to affect not only patient care but also how healthcare professionals work. Nevertheless, the actual impact of various AI applications on healthcare professionals’ jobs has not been studied yet. Bringing together a framework to analyse AI applications in health-care and the job design model, we analysed 80 publications from the grey-literature platform ‘SingularityHub’. Our findings demonstrate that AI applications in 1) diagnosis and treatment, 2) patient engagement and empowerment and 3) administrative activities have an impact on the various components of healthcare professionals’ job design, including job autonomy and control; skill variety and use; job feedback; social and relational aspects; and job demands. Implications for future research and practice are discussed

3T Framework for AI Adoption in Human Resource Management: A Strategic Assessment Tool of Talent, Trust, and Technology

Artificial intelligence (AI) is steadily entering and transforming the management, work, and organizational ecosystems. We observe AI-based applications assisting employees in daily tasks, project management, decision-making, and collaboration. AI applications are increasingly assisting also Human Re-source Management (HRM) in undertaking time-critical tasks and managerial and administrative decision-making. However, more in-depth and comprehensive studies are needed to understand the specific factors affecting the full adoption of AI technology from a multi-level viewpoint and address the potential limitations of AI appropriation or its adverse outcomes in HRM.The purpose of this study is to investigate the conditions in which human talent may take advantage of the unique opportunities offered by AI. However, whereas previous studies were conducted on the individual perception of AI and technology readiness or adoption, an integrated approach aiming to combine talent management-related dimensions and managerial-related dimensions is still not avail-able. For this research gap, we build a strategic management assessment frame-work of the driving factors of Talent, Trust, and Technology (3T) in AI adoption in HRM. We investigate the impact of these trends on the human-related and technology ecosystems and provide an integrated analysis of individual micro (talent management) organizational macro (trust and technology) adoption of AI technology.The paper advances the current definition and understanding of individual human facilitators and impediments behind the ability to speed up the adoption of AI-based technology. The practical contribution can facilitate the human-centered and trustworthy design and adoption of AI

Human resource technology disruptions and their implications for human resources management in healthcare organizations

Abstract Concern among the public and policymakers about current and future major staff shortages is increasing. Strengthening Human Resource (HR) practices and adopting HR technologies such as Human Resource Information Systems (HRIS), that can collect, store and report workforce data are often described as a potential solution to this problem. Indeed, examples from other industries show that HRIS can help to launch or manage, as well as provide ongoing insights concerning the whole career cycle of an employee. However, few of the existing studies that discuss technology or its impacts on the future of work have focused on health organizations, and those that do have not received sufficient attention in health literature. Furthermore, such contributions as there have been have either prioritized a particular type of technology or focused mainly on the effect of automation on health professionals’ work. They have thus overlooked the full range of possible uses of these technologies and, specifically, have neglected the topic of HR for Health (HRH) management in health organizations. The primary aim of this paper is to address this lacuna, with specific reference to the existing categorization of HR technological disruptions. To conclude, health organizations and the health and HR professionals who work within them need to use HRIS responsibly, finding a balance between the drive for innovation, productivity and efficiency and respect for all potential legal, ethical and compliance issues, as well as taking account of the importance of HRH wellbeing and satisfaction

Opportunities and Benefits of People Analytics for HR Managers and Employees: Signals in the Grey Literature

With its promise to help leaders better understand and optimize their workforce, People Analytics is attracting increasing attention in Human Resource (HR) Management and has been recently defined as one of the top 10 HR technology disruptions that could transform the way we work and manage organizations. Despite this optimism, and the growing market in People Analytics tools and services, recent literature reviews show that it has been largely unexplored as a research topic, and it is little understood beyond HR innovators. We are currently analyzing social media, and the ‘grey literature’ it points to, to obtain insights into how scholars, business innovators, and HR are talking about the benefits and opportunities of People Analytics and the key sources of knowledge or evidence guiding this narrative. The provisional results reported here illustrate how we analyzed relevant Tweets with reference to an existing framework for classifying PA benefits for different HRM practices. This analysis, and our broader scoping review, aim to provide new insights for HR practitioners and academic researchers

The Ethics of People Analytics:Risks, Opportunities and Recommendations

Purpose: This research analyzed the existing academic and grey literature concerning the technologies and practices of people analytics (PA), to understand how ethical considerations are being discussed by researchers, industry experts and practitioners, and to identify gaps, priorities and recommendations for ethical practice. Design/methodology/approach: An iterative “scoping review” method was used to capture and synthesize relevant academic and grey literature. This is suited to emerging areas of innovation where formal research lags behind evidence from professional or technical sources. Findings: Although the grey literature contains a growing stream of publications aimed at helping PA practitioners to “be ethical,” overall, research on ethical issues in PA is still at an early stage. Optimistic and technocentric perspectives dominate the PA discourse, although key themes seen in the wider literature on digital/data ethics are also evident. Risks and recommendations for PA projects concerned transparency and diverse stakeholder inclusion, respecting privacy rights, fair and proportionate use of data, fostering a systemic culture of ethical practice, delivering benefits for employees, including ethical outcomes in business models, ensuring legal compliance and using ethical charters. Research limitations/implications: This research adds to current debates over the future of work and employment in a digitized, algorithm-driven society. Practical implications The research provides an accessible summary of the risks, opportunities, trade-offs and regulatory issues for PA, as well as a framework for integrating ethical strategies and practices. Originality/value: By using a scoping methodology to surface and analyze diverse literatures, this study fills a gap in existing knowledge on ethical aspects of PA. The findings can inform future academic research, organizations using or considering PA products, professional associations developing relevant guidelines and policymakers adapting regulations. It is also timely, given the increase in digital monitoring of employees working from home during the Covid-19 pandemic