Case Study: Doctors Without Borders

Médecins Sans Frontières (MSF) or Doctors Without Borders, is a non-governmental organisation (NGO), founded in France in 1971 and now is Head Quartered in Geneva Switzerland. The organisation is the brain child of a group of doctors and journalist who believed that there is need to reach the unreachable for the basic human right to medical care regardless of where they are. ("La création de Médecins Sans Frontières"). MSF now has six operational centres in Europe and 13 delegate offices throughout the developed world.

In Southern Africa MSF is present in countries that are hardest hit by HIV/AIDS pandemic like South Africa and Swaziland. Swaziland for example has high rates of HIV–TB co-infection and the number of people with drug-resistant

Goodwin and associates further states the importance of changing things for the better leading to increased quality, of which they defined it as “fitness for purpose” taking from Juran (1964). In other words this calls for continuous improvement (CI) process to be established within this organisation to provide quality management. PHCC (1996) referred to this as Total Quality Management (TQM).

Terziovski et al, (1996) described TQM as a comprehensive set of processes, which engage all people in a company on process improvements requiring organizations to plan services that meet customer expectations and to increase company performance. Morgan (1994) highlighted that there is no one right way to implement TQM for all health organisation but Goodwin et al (2006) mentions that there are some elements that are to be in place to help organisation implement such. These include:

1. Obtaining management

I will apply both monetary and non-monetary incentives; financial incentives will be the monthly salary (ICN, 2007) and the non-financial incentives like working autonomous, work recognition, career development support as well as mentoring and couching structure. Mixing the incentives plays a crucial function in public health professional behaviour as well as the result of both individual and collective incentive packages as shown by Atambo, (2013) in his study findings as supported by Lee and Chen, (2011).

However the bias in this case is in concurrence with (Nolan, 2012 and Priyce et al., 2011) that have shown that non-monetary incentives prove to be more effective tools in the workplace than the monetary incentives. Through non-monetary incentives it’s possible to link individual employee to the organisation objectives for them to own their assigned jobs, (Lee and Chen, 2011). The group incentives will also work best compared to individual incentives, as it encourages team spirit; employees can encourage each other when they know they have same responsibility for the set target since for anyone to gain the other has to contribute, (Chiu et al.,