Human capital in the nursing management of hospitals

Cordeiro, Ana Lúcia Arcanjo Oliveira; Fernandes, Josicélia Dumêt; Mauricio, Maria Deolinda Antunes Luz Lopes Dias; Silva, Rosana Maria de Oliveira; Barros, Cláudia Silva Marinho Antunes; Romano, Cátia

doi:10.1590/s1980-220x2016030203232

Cited by 7 publications

(11 citation statements)

References 12 publications

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“…Participants used the formative elements of intellectual capital: human capital, structural capital and client capital, during the management of nursing service activities, which were presented and analyzed in the thesis report: Intellectual Capital in Nursing Care Management in Hospital Organizations, a defended by the first author, in 2015, at the Nursing School of the Federal University of Bahia, from which clippings were made that individually analyzed the categories People Management and Management of Operational Processes, referring to human capital and structural capital, respectively. 10,11 For this study, we extracted from this thesis, for analysis, the contents related to client capital and the category Client Service Management. It was found that for customer service, in nursing service, a set of management actions is performed to assess client satisfaction and improve the relationship with external suppliers.…”

Section: Resultsmentioning

confidence: 99%

The Client Capital in Nursing Management in Hospitals

et al. 2020

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Objective: To analyze how the components of the client's capital are used in the management of nursing in hospitals. Method: A qualitative research carried out in five public hospitals, four private hospitals and three philanthropic hospitals in the period from October 2014 to May 2015. Data were collected through a semi-structured interview with twelve nursing managers and analyzed according to content analysis. Results: The components of the Client's Capital were used by the nurses when performing the management of the client service to promote changes and improve the service after evaluating the satisfaction of the nursing care through active systematic search, with its own evaluation tools and the ombudsman's information and in the interaction with suppliers of materials, equipment and services. Conclusion and implications for practice: The managers use managerial actions for the development of the client's capital of organizations. In order to improve them, they must evaluate the nursing care in a continuous and strategic process to satisfy the clients, throughout their trajectory in the organization, since clients are permanent sources of innovation that affect professional and organizational development and productivity.

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Section: Resultsmentioning

confidence: 99%

The Client Capital in Nursing Management in Hospitals

et al. 2020

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“…Our study provided an opportunity to understand nursing HC from a quantitative hierarchical framework perspective. Having a reliable nursing HC model enables hospital administrators to asses and manage systematically these HC factors together for implementation of successful HC management (Cordeiro et al, ; Evans et al, ). Our study shows that the most important four HC criteria are health, employee protection, work attitude and employee stability in Taiwanese hospitals.…”

Section: Discussionmentioning

confidence: 99%

“…HC is an intangible asset that can contribute to an organisation's productivity when properly managed (Pfeffer, ). Scholars have proposed that managing and developing HC is an alternative solution to nursing management problems (Cordeiro et al, ; Evans, Brown, & Baker, ; Hall, ; Rondeau, Williams, & Wagar, ). The nursing workforce is classified as knowledgeable workers who perform nonrepetitive and nonroutine work that requires a high level of cognitive activity (Moody, ).…”

Section: Introductionmentioning

confidence: 99%

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The indicators of human capital for hospital‐based nursing workforce in Taiwan

Fei

Chen²,

Chien³

2020

J Nurs Manag

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Aim:To develop a hospital-based nursing human capital model for Taiwan.Background: Effective nursing management only becomes possible when nurse managers are able to manage and maintain the right equilibrium among human capital components. Method:We developed an analytic hierarchy process (AHP) model with 8 dimensions and 31 indicators based on extensive literature review and experts' perceptual assessment. We used expert and purposive sampling and invited 82 nursing professionals to rate the importance of these dimensions and indicators. The AHP process was performed to identify the weightage and prioritize the dimensions and indicators of the nursing human capital.Results: Our analysis showed that, for nursing human capital, health was the most important factor (weight: 34.8%), followed by employee protection (20.4%), work attitude (13.7%), employee stability (10.8%), general nursing training (6.3%), competencies (5.8%), advanced nursing training (4.3%) and clinical nursing experience (3.9%). Conclusion and Implication for Nursing Management:The model would be most useful for nurse administrators in long-range strategic management. Specifically, the model can be used as a reference to form a rating system to analyse nursing human capital. Health promotion programs and employee protection measures targeting nurses could improve nursing human capital in hospitals. K E Y W O R D Sanalytic hierarchy process, human capital, nursing, nursing management, Taiwan

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“…Nesse sentido, depreende-se que o capital humano seja um dos elementos cruciais formadores do capital intelectual incluindo nesse bojo os conhecimentos, as habilidades, bem como, as experiências e os conhecimentos prévios de todos os processos envolvidos na dinâmica de aprender de forma contínua. As competências desse capital humano são desenvolvidas principalmente pelo investimento na educação, na troca de saberes com base na formação e experiências pelos pares, visando à criatividade, à inovação e o crescimento individual e do grupo envolvido (Cordeiro, et al, 2017).…”

Section: Introductionunclassified

Laboratório de formação de capital humano em um curso stricto sensu de enfermagem: Relato de experiência

Souza

Silvino

Souza

et al. 2020

RSD

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O presente estudo teve como objetivo socializar as vivências de um grupo de pesquisa em laboratório de formação de capital humano. Trata-se de um relato de experiência da proposta de continuidade das atividades acadêmicas de um grupo de pesquisa com foco na formação de capital humano para a área de enfermagem. O grupo de pesquisa faz parte do Programa Acadêmico em Ciências do Cuidado em Saúde da Universidade Federal Fluminense, em Niterói (RJ). As atividades realizadas no grupo de pesquisa possibilitaram diversas estratégias de formação, culminando no então denominado “laboratório de formação de capital humano”. As estratégias constituíram importante meio de formação e qualificação do capital humano, uma vez que as atividades conjuntas permitiram compartilhar saberes em prol dos avanços da coletividade.

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Human capital in the nursing management of hospitals

Abstract: Os componentes do capital humano precisam ser gerenciados estrategicamente com foco nas competências e no desenvolvimento do profissional, visando transformar os conhecimentos individuais e coletivos em novas tecnologias.

Cited by 7 publications

References 12 publications

The Client Capital in Nursing Management in Hospitals

The Client Capital in Nursing Management in Hospitals

The indicators of human capital for hospital‐based nursing workforce in Taiwan

Laboratório de formação de capital humano em um curso stricto sensu de enfermagem: Relato de experiência

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