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<article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" article-type="research-article" dtd-version="1.1d1" xml:lang="en"><front><journal-meta><journal-id journal-id-type="publisher">Problems of Social Hygiene, Public Health and History of Medicine</journal-id><journal-title-group><journal-title>Problems of Social Hygiene, Public Health and History of Medicine</journal-title></journal-title-group><issn publication-format="print">0869-866X</issn><issn publication-format="electronic">2412-2106</issn><publisher><publisher-name>Joint-Stock Company Chicot</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="publisher-id">349</article-id><article-id pub-id-type="doi">10.32687/0869-866X-2020-28-s1-674-679</article-id><article-categories><subj-group subj-group-type="heading"><subject>Научная статья</subject></subj-group></article-categories><title-group><article-title>Human resource management in healthcare organizations</article-title></title-group><contrib-group><contrib contrib-type="author"><name name-style="western"><surname>Aksenova</surname><given-names>E. I.</given-names></name><bio></bio><email>eiak@yandex.ru</email><xref ref-type="aff" rid="aff-1"/></contrib><contrib contrib-type="author"><name name-style="western"><surname>Vashalomidze</surname><given-names>E. V.</given-names></name><bio></bio><email>-</email><xref ref-type="aff" rid="aff-2"/></contrib><contrib contrib-type="author"><name name-style="western"><surname>Vishnevskaya</surname><given-names>N. G.</given-names></name><bio></bio><email>-</email><xref ref-type="aff" rid="aff-3"/></contrib><contrib contrib-type="author"><name name-style="western"><surname>Guskova</surname><given-names>I. V.</given-names></name><bio></bio><email>-</email><xref ref-type="aff" rid="aff-4"/></contrib><contrib contrib-type="author"><name name-style="western"><surname>Filimonova</surname><given-names>I. V.</given-names></name><bio></bio><email>-</email><xref ref-type="aff" rid="aff-5"/></contrib></contrib-group><aff id="aff-1">The State Budget Institution of Moscow “The Research Institute of Health Care Organization and Medical Management of the Moscow Health Care Department”</aff><aff id="aff-2">FSBI «Research Institute of Labour» of the Ministry of labor of Russia</aff><aff id="aff-3">Federal State Budgetary Educational Institution of Higher Education “Bashkir State University”</aff><aff id="aff-4">National research Lobachevsky state University of Nizhny Novgorod</aff><aff id="aff-5">Academy of Labor and Social Relations</aff><pub-date date-type="epub" iso-8601-date="2020-12-15" publication-format="electronic"><day>15</day><month>12</month><year>2020</year></pub-date><volume>28</volume><fpage>674</fpage><lpage>679</lpage><history><pub-date date-type="received" iso-8601-date="2021-04-06"><day>06</day><month>04</month><year>2021</year></pub-date></history><permissions><copyright-statement>Copyright © 2020,</copyright-statement><copyright-year>2020</copyright-year></permissions><abstract>The article deals with changes in the human resources potential in the Russian health care system, which are the result of the reform of the medical sphere carried out in recent years. The COVID-19 pandemic, which began in early 2020, exposed significant shortcomings of the Russian healthcare reform, showing serious problems in the shortage of specialists, hospital beds, protective equipment, ventilators, tests, and medicines. The reduction of hospital beds and the number of infectious diseases doctors in order to increase the average salary in healthcare has led to the inability of the Russian healthcare system to cope with the spread of coronavirus infection without involving residents, professors, teachers and students of medical organizations. At the present stage of development, the issues of combating the spread of coronavirus infection, mobilization and professional training of medical workers are of particular relevance. Nevertheless, despite the results of the health care reform, which led to a massive reduction of medical organizations in our country, the number of doctors per 10,000 people in 2018 was 47.9 employees, over the past 20 years, has not changed much in the direction of reduction. In our view, we should not talk about a global reduction in human resources in healthcare. The existing personnel problems in healthcare are the low qualification of medical personnel and the General shortage of specialists in the labor market.</abstract><kwd-group xml:lang="en"><kwd>healthcare system</kwd><kwd>human resources</kwd><kwd>professional motivation</kwd><kwd>qualification of medical personnel</kwd><kwd>retraining of doctors</kwd></kwd-group><kwd-group xml:lang="ru"><kwd>система здравоохранения</kwd><kwd>человеческие ресурсы</kwd><kwd>профессиональная мотивация</kwd><kwd>квалификация медицинского персонала</kwd><kwd>перепрофилирование врачей</kwd></kwd-group></article-meta></front><body></body><back><ref-list><ref id="B1"><label>1.</label><mixed-citation>Управление персоналом организации: Учебник. Под ред. А. Я. Кибанова. Государственный Университет Управления. 4-e изд., доп. и перераб. М.: ИНФРА-М; 2011. 695 с.</mixed-citation></ref><ref id="B2"><label>2.</label><mixed-citation>Армстронг М. Практика управления человеческими ресурсами. 8-e изд., доп. и перераб. 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