Analysing these two market forces is a critical step in assessing whether the available health-care human resources are enough in quantity and skills to meet the current and future demand in due time and may lay solid foundations for further research, considering perhaps changes to the existing health policy framework.
The absence of nurses' voices constrains the quality and quantity of human resources for TB control and care [ 17].
Despite the growing attention for improving the quality and quantity of human resources for health in low- and middle-income countries, we found only one study on a programme being offered in such a country.
Our study findings regarding the association of quantity of human resources and quality of care are also in conformity with the findings of a Malawi study and a hospital survey conducted in 12 countries of Europe and in the United States among the nurses and patients on patient safety, satisfaction, and quality of hospital care [ 18, 19].
As intensive care units (ICUs) are facilities where substantial parts of hospital budgets are consumed and where large quantities of human resources are allocated, good management is vital for a successful, adequate and appropriate use of money and people.
Therefore, the global strategic plan for TB stresses the importance of careful planning for human resources for health, citing the insufficient quantity and quality and the mal-distribution of staff as the main barriers limiting effective TB control [ 3].
Human capacity, which reflects the quantity and quality of human resources and social capital, is the summation of skills, knowledge, and competencies of individuals.
Each of these costs includes the product of price times the quantity of material and human resources that were used to complete each process.
Health ministers of countries in the region and their development partners have acknowledged the need to improve the quantity and quality of human resources for health [ 15].
This is also true considering that LTCFs differ from acute intensive care settings in clinical approaches, models, organization of care, and quantity and quality of human resources.
However, managers agree that most components of the CAMH system in Uganda are weak, characterized by poor financing, inadequate quality and quantity of services, sparse human resources, and non-integration within health and non-health sectors.
