Marc-Antoine JACOB

Jury Membership

Abstract

The reforms stemming from New Public Management that affect hospitals reinforce the managerial role of healthcare executives, who are notably responsible for managing hospital paramedical teams while controlling their payroll in a context of budgetary constraints. Furthermore, these managers are also assigned a caregiving role, which consists of improving the quality of care, preserving the working conditions of healthcare professionals, and fostering interprofessional reflection on patient care pathways. Consequently, role tensions arise between the managerial and caregiving roles of healthcare executives. In the climate of accountability that characterizes the current public hospital system, the work of healthcare executives relies heavily on management tools, particularly a portfolio of workforce management tools. While the literature is rather lacking regarding the study of the situated uses of management tools in hospitals, and particularly by healthcare professional managers, we intend to contribute by proposing a qualitative and quantitative typology of the uses of a portfolio of management tools in hospitals by paramedical managers. Furthermore, we highlight how the uses of this portfolio of management tools by healthcare managers can facilitate the hybridization of their managerial and caregiving roles.