TY  - JOUR
AU  - Nancarrow, SA
AU  - Roots, A
AU  - Grace, S
AU  - Moran, AM
AU  - Vanniekerk-Lyons, K
Y2  - 2020/12/18
Y1  - 2013/12/11
SN  - 1478-4491
UR  - http://hdl.handle.net/11343/255505
AB  - BACKGROUND: Increasingly, health workforces are undergoing high-level 're-engineering' to help them better meet the needs of the population, workforce and service delivery. Queensland Health implemented a large scale 5-year workforce redesign program across more than 13 health-care disciplines. This study synthesized the findings from this program to identify and codify mechanisms associated with successful workforce redesign to help inform other large workforce projects. METHODS: This study used Inductive Logic Reasoning (ILR), a process that uses logic models as the primary functional tool to develop theories of change, which are subsequently validated through proposition testing. Initial theories of change were developed from a systematic review of the literature and synthesized using a logic model. These theories of change were then developed into propositions and subsequently tested empirically against documentary, interview, and survey data from 55 projects in the workforce redesign program. RESULTS: Three overarching principles were identified that optimized successful workforce redesign: (1) drivers for change need to be close to practice; (2) contexts need to be supportive both at the local levels and legislatively; and (3) mechanisms should include appropriate engagement, resources to facilitate change management, governance, and support structures. Attendance to these factors was uniformly associated with success of individual projects. CONCLUSIONS: ILR is a transparent and reproducible method for developing and testing theories of workforce change. Despite the heterogeneity of projects, professions, and approaches used, a consistent set of overarching principles underpinned success of workforce change interventions. These concepts have been operationalized into a workforce change checklist.
LA  - English
PB  - BMC
T1  - Implementing large-scale workforce change: learning from 55 pilot sites of allied health workforce redesign in Queensland, Australia
DO  - 10.1186/1478-4491-11-66
IS  - Human Resources for Health
VL  - 11
IS  - 1
L1  - /bitstream/handle/11343/255505/PMC3895764.pdf?sequence=1&isAllowed=y
ER  -