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Faculty of Management Sciences

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Author: search.filters.author.Brauns, MelodyHas files: Yes

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    Good governance and the implementation of national health insurance in the public health sector : a case of South Africa
    (Virtus Interpress, 2015) Brauns, Melody; Stanton, Anne
    For years it has been argued that implementation failure is one of the main reasons why policies do not yield the results expected. In South Africa, a version of this argument, which often features, is that good policies are drawn up but then not implemented. Government failure is a reality. Just as corporations survive according to whether they make good decisions, so to governments fall or are re-elected on whether they make good decisions. General argument in governance literature is that a wide variety of developments have undermined the capacity of governments to control events within the nation state. As a consequence the state can no longer assume a monopoly of expertise or of the resources to govern.
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    Healthcare reform and service delivery : a case study of Montebello Hospital
    (2013) Brauns, Melody; Wallis, Malcolm Alan Henworth; Balkaran, Rishidaw
    The South African healthcare sector stands at the threshold of major restructuring in an attempt to address inadequacies as a result of fragmentation of health services in apartheid South Africa. The level of health services, particularly in rural areas, has decreased and has led to reduced quality and productivity of health services. For individuals residing in rural communities, access to health services can be arduous. Delivery of essential services has to meet the needs of marginalised people who live in remote areas. In light of the above, the department of health is faced with growing expectations from citizens to use resources efficiently and effectively and to ensure that healthcare is affordable and accessible to all. National Health Insurance (NHI) is intended to bring about reform that will improve service provision. The researcher undertook this study to explore healthcare challenges faced by South Africa and its people and how far progressive realisation of access to healthcare, as enshrined in the 1996 Constitution, is being implemented. A case study using a mixed method approach was adopted. The literature reviewed indicated that issues of remuneration, ageing infrastructure and general management challenges, including financial management, are among the challenges that continue to hamper the public health system in South Africa. In addition, the HIV/AIDS epidemic has created more demand for healthcare as many more people become sick. The Green Paper outlining the government’s broad policy proposals for NHI, released in August 2011, makes it clear that NHI is a long-term project that will be rolled out over 14 years. It aims to promote efficiency and equity to ensure that all South Africans have access to affordable, quality healthcare. The findings of this study are useful not only to the case study institution, but to all District Hospitals, especially the department of health and the public management sector and may assist in taking the NHI forward.
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    Performance management and public policy : the case of the health sector in South Africa
    (ASSADPAM, 2014-03) Brauns, Melody; Wallis, Malcolm
    The South African healthcare sector stands at the threshold of major restructuring in an attempt to address inadequacies as a result of fragmentation of health services in apartheid South Africa. The performance of health services, particularly in more remote areas, has decreased and has led to reduced quality and effectiveness of health services. For individuals residing in rural communities, access to health services can be arduous. Delivery of essential services has to meet the needs of marginalised people who live in remote areas. The department of health is faced with growing expectations from citizens to use resources effi ciently and effectively so that healthcare can be afforded and accessed by all. National Health Insurance (NHI) aims to introduce reforms to improve the provision of healthcare. The health sector is reputed to be good at formulating policies, discussing ideas, making recommendations and spending resources, but poor on implementing policies. The government insists that the policy framework is transparent and well-defi ned and that what is needed is effective implementation. Regrettably, the transition of policy into practice is more complex than the perceived judgement of government. The results of this study may be useful not only to the case study institution, but to all District Hospitals, especially the Department of Health and the public management sector and may assist in taking the NHI forward.
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    Aligning strategic human resource management to Human Resources, performance and reward
    (The Clute Institute, 2013-11) Brauns, Melody
    In a rapidly changing business environment, one may recognise the words “the only thing constant in life is change” by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.