Iranian Journal of

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Background and Objectives: Efficiency measurement can be used for all decision-makers and planners for useful resource allocation. Social Security Organization as a health service provider, provides part of health care services in indirect sector. This study aimed to assess the performance of provincial units of Social Security Organization in the indirect health services sector.

Methods: This descriptive analytical study was conducted based on the available data of Social Security Organization in 2014. To assess efficiency and super-efficiency, the DEA-VRS and Anderson-Peterson rating model were used, respectively. Factors affecting the efficiency was evaluated using multivariate regression.

Results: The primary efficacy analysis showed that 61% of the provincial units of Social Security had maximum efficiency. Average efficiency was 0.94. After super-efficiency analysis, it was found that Markazi and Kerman provincial units were the most efficient and the most inefficient units, respectively. Additionally, none of the variables had a significant impact on the efficiency.

Conclusion: Evaluation of the general performance of provincial units reflected the good state of technical efficiency in the indirect health service sector. On the other hand, the scale efficiency of inefficient units compared with managerial efficiency had a higher share of inefficiency. Optimum performance can be achieved through modification of managerial practices for optimal utilization of resources and factors.

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Background and Objectives: Human resources is a key factor in achieving the Millennium Development Goals. Lack of indicators and standard tools for monitoring and evaluating human resources may cause limitations in achieving these goals. This study was done to develop evaluation indicators of human resources in the health sector.
Methods: The present study was carried out using the Delphi technique to extract the indicators of human resources evaluation in 2017. To conduct this study, three independent stages including a review of theoretical concepts, preparation of initial indicators of human resources evaluation, and consensus building were undertaken. The data were collected by a panel of 12 experts and representatives of related organizations in three rounds, with a scorecard designed to score from 1 to 10. In each round, the indexes that attained at least 8 out of 10 by two thirds of the experts were confirmed in the final model.
Results: In the first stage, 220 indicators were identified. The final model of human resources evaluation had 45 indicators in 11 main criteria. Four criteria were accepted at the stage of entrance to job market, (qualified applicants for health education, accreditation, capacity and outsourcing of health education institutions, approval and licensing). Five criteria were confirmed during the work (main indicators of availability and distribution, activity, productivity of labor force, waste and renewal, desirable governance on the information system of labor). Two criteria were accepted at the exit stage (transfer and withdrawal).
Conclusion: Despite the complexity of the human resources assessment, three different stages of the life cycle of the workforce (input, active labor force and output) should be considered for evaluation and monitoring. The indicators presented in this study make it possible to assess and monitor the health workforce.