ABSTRACT
This chapter focuses on the use of contracting procedures to deploy human resources more effectively, in the context of national policies, and of a labour market dominated by public-sector employees in health institutions, which often lack management autonomy. Reducing the scope of human resources contracting to employment contracts is a simplification that would deprive anyone responsible for health policies, of a significant lever for the mobilization of human resources. Collective bargaining with unions is a frequent practice in all countries where a structured social dialogue exists between employees and employers. While taking account of international conventions and the legal environment prevailing in the country, contracting can be used to improve human resource management. The goal of achieving a specific result and improving performance underlies the contractual process. Promoting human resources contracting in health services includes an assessment of the risk of exacerbating individual strategies to the detriment of group cohesion.
