Determining the association of high‐commitment human resource practices with nurses’ compassionate care behaviour: A cross‐sectional investigation

Abstract

Aim The aim of this study was to determine the association of high‐commitment human resource practices (HCHRPs) with nurses’ compassionate care behaviour. Background The extant research highlights the key role of compassionate care behaviour in achieving quality health services. However, scant attention has been paid to identifying the factors that augment compassionate care behaviour among health care professionals. Methods This study took place from September 2018 to March 2019, collecting data from 340 nurses of either gender aged 24–60 years with at least 1 year experience. The study follows a cross‐sectional research design by collecting data through a personally administered survey. Results A statistically significant association was found between the four dimensions of HCHRPs and organisational commitment. Moreover, organisational commitment positively related to compassionate care behaviour and mediated the relationship between HCHRPs and compassionate care behaviour. Conclusion The findings reveal that four dimensions of HCHRPs positively influence nurses’ compassionate care behaviour via the indirect path of organisational commitment. Implications for Nursing Management The study marks the first attempt to delineate the role of HCHRPs in enhancing the compassionate care behaviour. The hospital administration and human resource managers should use HCHRPs as strategic imperative to attract competent employees and enhance compassionate care behaviour.

Model of Organizational Commitment Applied to Health Management Systems

“…The objectives pursued in our model concerning performance and quality coincide with those studied by Cho et al [32] recently. The performance of healthcare staff as an objective of our model has been corroborated by Nangoli et al [168] by relating it to leadership practices or by Parveen et al [189] with human resources practices of high commitment to the organization.…”

Nurses' perception about Human Resource Management system and prosocial organisational behaviour: Mediating role of job efficacy

“…Prosocial organisational behaviour at the workplace is linked to the quality of care and health care performance (Perreira & Berta, 2015); for instance, coordinating with colleagues and helping patients on personal matters, finishing reports on time and completing treatments (Hyde et al., 2013). Studies indicate the potential of human resource management system positively influences outcomes both at the individual level through employee well‐being (Salas‐Vallina et al., 2021) and compassionate care (Parveen et al., 2019), and at the organisational level through innovation (Lin & Sanders, 2017) and organisational performance (Gahlawat & Kundu, 2019). It has been noticed that limited attention has been given to understand the psychological mechanisms that explicate the relationship between the human resource management system and behavioural outcomes in the context of health care (Pandey et al, 2018; Shantz et al., 2016).…”

Critical Success Factors for Competitive Advantage in Iranian Pharmaceutical Companies: A Comprehensive MCDM Approach

“…is study recommends that future exploration-exploitation should be led by emerging a crucial obligation based on performance schemes, translating multinational contrasts of manufacturing strategy with strategic Human Resources Management (HRM) through experimental cross-sectional investigation [130] of pharmaceutical companies by using an MCDM method approach. Besides the Islamic Republic of Iran's current turbulence section environment affecting its severe foreign direct investment [131], this study cannot provide legitimate contextual experiment through MCDM methods even including a detailed limitation.…”