Governance in health workforce: how do we improve on the concept? A network-based, stakeholder-driven approach

Background Health workforce governance has been proposed as key to improving health services delivery, yet few studies have examined the conceptualisation of health workforce governance in detail and exploration in literature remains limited. Methods A literature review using PubMed, Google Scholar and grey literature search was conducted to map out the current conceptualisation of health workforce governance. We identified all published literature relating to governance in health workforce since 2000 and analysed them on two fronts: the broad definition of governance, and the operationalisation of broad definition into key dimensions of governance. Results Existing literature adopts governance concepts established in health literature and does not adapt understanding to the health workforce context. Definitions are largely quoted from health literature whilst dimensions are focused around the sub-functions of governance which emphasise operationalising governance practices over further conceptualisation. Two sub-functions are identified as essential to the governance process: stakeholder participation and strategic direction. Conclusions Although governance in health systems has gained increasing attention, governance in health workforce remains poorly conceptualised in literature. We propose an improved conceptualisation in the form of a stakeholder-driven network governance model with the national government as a strong steward against vested stakeholder interests. Further research is needed to explore and develop on the conceptual thinking behind health workforce governance.

Automated summary

Current literature lacks a comprehensive conceptualisation of health workforce governance, often borrowing governance concepts from the broader health field without adapting them to the specific context of health workforce. Dimensional analysis of governance largely focuses on operationalising practices rather than expanding on conceptual understanding, with stakeholder participation and strategic direction identified as essential sub-functions. Further research is needed to explore and develop the conceptual thinking behind health workforce governance.