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  • Pages
01 About
02 Framework
03 Process Steps
04 ASSESS
05 ASSESS: Prioritise and analyse KPIs
06 ASSESS: Three approaches
07 ASSESS: Refresh approach
08 ASSESS: Light review approach
09 ASSESS: Deep dive approach
10 ASSESS: Tools
11 ASSESS: Supply chain mapping tools
12 ASSESS: Geo-mapping tools
13 ASSESS: Reporting and dissemination
14 EVALUATE
15 EVALUATE: Vendor evaluation and selection
16 EVALUATE: 4 steps for optimal outsourcing
17 EVALUATE: In-country supply chain assessment
18 EVALUATE: External benchmarking
19 EVALUATE: Investment case model
20 EVALUATE: High-level vendor assessment matrix
21 EVALUATE: Examples of vendor evaluation
22 CONTRACT
23 CONTRACT: Critical success factors for contracting
24 CONTRACT: Nine-step contracting approach
25 CONTRACT: Templates and examples
26 IMPLEMENT
27 IMPLEMENT - 3 Steps
28 IMPLEMENT - Managing the transition process
29 IMPLEMENT - Peformance management tools
30 IMPLEMENT - Governance procedures
31 IMPLEMENT - Examples of successful outsourcing arrangements
32 Enabler Tools
33 POLICY
34 POLICY: Introduction to procurement policy
35 POLICY: Examples of effective policy tools
36 ADVOCACY AND GOVERNANCE
37 ADVOCACY AND GOVERNANCE: Stakeholder expectations
38 ADVOCACY AND GOVERNANCE: Guidelines for advocacy processes
39 ADVOCACY AND GOVERNANCE: Examples of governance structure and communication platforms
40 ADVOCACY AND GOVERNANCE: Example of logistic working groups
41 ADVOCACY AND GOVERNANCE: Example of supplier forums
42 PEOPLE
43 PEOPLE: Introduction and capability matrix
44 PEOPLE: Considerations across Process Steps
45 PEOPLE: Skills considerations
46 PEOPLE: Working conditions
47 PEOPLE: Motivation considerations
48 PEOPLE: UK Case study
49 TECHNOLOGY
50 TECHNOLOGY: Introduction
51 TECHNOLOGY: VAN
52 TECHNOLOGY: eLMIS
53 TECHNOLOGY: OpenLMIS
54 TECHNOLOGY: Logistimo
55 TECHNOLOGY: Stock Visibility System (SVS)
56 TECHNOLOGY: Route optimisation
57 CASE STUDIES
58 CASE STUDY: Zambia
59 CASE STUDY: Kenya
60 CASE STUDY: Uganda
61 CASE STUDY: Mozambique
62 Pharmacy toolkit
63 Pharmacy toolkit intro
64 Pharmacy toolkit case studies
65 Pharmacy toolkit framework
66 Pharmacy Assess
67 Pharmacy Evaluate
68 Pharmacy Contract
69 Pharmacy Implement
70 Pharmacy Enabler tools
71 Laboratory services toolkit
72 Laboratory services toolkit introduction
73 Laboratory services toolkit review
74 Laboratory services toolkit framework
75 Laboratory services: Assess
76 Laboratory services: Evaluate
77 Laboratory services: Contract
78 Laboratory services: Implement
79 Laboratory services: Enabler tools
80 Tool Index
81 Acknowledgements
82 CONTACT

Process Steps

1. Assess > 2. Evaluate > 3. Contract > 4. Implement

Enabler Tools

Policy | Advocacy and governance | People | Technology

Case Studies

OSTKonline, OSTK, outsourcing toolkit

People

Motivation considerations across the Process Steps

In this section, you will learn:

  • How to apply Motivation considerations across the Process Steps
  • The recommended Motivation tools and Key Performance Indicators (KPIs) for each Process Step

The foundation of the Motivation pathway is that supervisors have the knowledge, skills, and enabling environment to provide feedback, recognise good performance, and conduct supportive supervision and performance management. Methods such as financial and non-financial incentive programs apply strategies that have been developed in the private sector. Building a sense of ownership among employees by ensuring that workers have authority to make and implement decisions has been studied among employees in the commercial sector. Management research has also shown that when workers feel greater ownership for their work, this positively impacts performance and job satisfaction. Some elements of Motivation are cross-cutting across all four Process Steps. The Motivation pathway assumes:

  • Supply chain workers are motivated to do their jobs. If supply chain workers are not motivated, they will not be as productive in the workplace.
  • Good performance is supported within the system, supply chain workers understand and care about their role in the health care system, and supply chain workers have a sense of ownership.
  • Poor performance is corrected, and good performance is recognised and rewarded and leads to career advancement.
  • Financial and non-financial incentives and performance management policies are in place.

How Motivation interacts with each Process Step

Explore how Motivation interacts with each Process Step and the recommended tools by clicking ‘Find out more’.

ASSESS: Find out more
EVALUATE: Find out more
CONTRACT: Find out more
IMPLEMENT: Find out more

Key Performance Indicators (KPIs) for Motivation

You can use the following KPIs to measure progress towards achieving expected outcomes (see the People that Deliver library of competencies and designations for more KPIs).

  • Number and percentage of employees recognised by formal recognition systems.
  • Bradford Factor 1: D (S x S), where D is the total days of absence over a set period and S is the number of spells of absence over the same period.
  • The average level of reported staff satisfaction.
  • Performance management policies exist.
NEXT: A case study of outsourcing

About | Framework | Pharmacy toolkit | Laboratory services toolkit | Tool Index | Acknowledgements | Contact