Discounting the value at a predetermined rate to get the present value of human resources.Estimating of the probability of occupying each possible mutually exclusive state at specified future times and.Estimating the value derived by the organization when a person occupies a particular position for a specified period.Identifying the services states, i.e., the roles that they might occupy including, of course, the time at which he will leave the organization.Forecasting the period will remain in the organization, i.e., his expected service life.The model suggests a five-step approach for assessing the value of an individual to the organization: This is an improvement on the present value of the future earnings model since it considers the possibility or probability of an employee’s movement from one role to another in his career and of his leaving the firm earlier, that is, death or retirement. The implicit condition is that the person will remain in an organization until death or retirement. The model’s expected value of human capital measures the expected ‘conditional value’ of a person’s human capital. The model ignores the possibility and probability that an individual may leave an organization for a reason other than death or retirement.Other costs are associated with the employees. This method only considers wages and salaries, but wages and salaries are not only the costs associated with the employees.This method does not indicate the accounting treatment of human resources.This method has some limitations, which are as follows: The value thus arrived at will be the value of human resources/assets.The total earnings calculated as above are discounted at the rate of the cost of capital.The total earnings which each group will get up to retirement age are calculated.Average annual earnings are determined for various ranges of age.All employees are classified into specific groups according to their age, experience, and skill.According to this model, the value of human resources is ascertained in the following ways: Still, this model cannot give any method to record the value of human resources in the Books of Accounts. The mission of the midwives of Mercy in Action is to reduce maternal and infant risk, and to protect and defend the dignity of women, by demonstrating Christ's love, compassion, and mercy in action.The method has practical applicability when the availability of quantifiable and analyzable data is concerned. The chapter discusses the model developed to operate birth centers in the Philippines, in which midwifery students could get their training while their tuition funds the operation of the center, providing a symbiotic situation wherein midwifery care can be given at no charge to the pregnant women. Mercy in Action, Inc., is a charitable, nonprofit organization that establishes, funds, and operates birth centers and medical missions, and trains other midwives to do the same all over the world. In light of the great tragedy involving pregnant women and infants, and in light of the global shortage of trained midwives as reported by WHO, this chapter conceives the idea of establishing teaching birth centers offering no-cost care in low-resource areas in the Philippines. Chapter 15 “Orchestrating Normal”: The Conduct of Midwifery in the United States.Chapter 14 Humanizing Childbirth to Reduce Maternal and Neonatal Mortality: A National Effort in Brazil.Chapter 13 Circles of Community: The CenteringPregnancy ® Group Prenatal Care Model.Chapter 12 Mercy in Action: Bringing Mother- and Baby-Friendly Birth Centers to the Philippines.
Chapter 11 The CASA Hospital and Professional Midwifery School: An Education and Practice Model That Works.Chapter 10 Teamwork: An Obstetrician, a Midwife, and a Doula in Brazil.Part Three Local Models in Developing Nations: Traditional Midwives, Professional Midwives, and Obstetricians Working Together.Chapter 9 The Northern New Mexico Midwifery Center Model, Taos, New Mexico.Chapter 8 Maternity Homes in Japan: Reservoirs of Normal Childbirth.Chapter 7 Transforming the Culture of a Maternity Service: St George Hospital, Sydney, Australia.Chapter 6 Small Really Is Beautiful: Tales from a Freestanding Birth Center in England.Chapter 5 The Albany Midwifery Practice.Part Two Local Models in Developed Nations: Hospitals and Birth Centers.Chapter 4 Samoan Midwives' Stories: Joining Social and Professional Midwives in New Models of Birth.Chapter 3 The Ontario Midwifery Model of Care.Chapter 2 The New Zealand Maternity System: A Midwifery Renaissance.Chapter 1 The Dutch Obstetrical System: Vanguard of the Future in Maternity Care.Part One Large-Scale Systems: National and Regional Models.