Human Resource Management and Innovative Performance in Non-profit Hospitals: The Mediating Effect of Organizational Culture

Abstract

Literature suggests that human resources of non-profit hospitals (NPHs) present features that could potentially reach any expected organizational performance even when the attention to human resource management (HRM) are often low in nonprofit organizations. Nowadays ambitious organizations strive to obtain a profitable performance that is also innovate and do it through building an organizational culture (OC), while for NPHs a positive culture is given by their human resources traits. However, there is not enough literature to understand how these three variables behave together. This study aims to explain the influence of HRM on IP mediated by OC. The research model was assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The results support all the stated hypotheses. Both, HRM and OC are moderately strong predictors of IP, and OC mediates partially and in a complementary way the relationship between HRM on IP. An importance-performance map analysis (IPMA) was performed to expand the PLS-SEM results. The OC indicators show greater importance to explain IP, consequently, they are the most relevant indicators to initiate management actions by NPHs. The influence of HRM on IP represent an opportunity for NPH as it implies an affordable investment in comparison to the cost of technological solutions for enterprises.

Be in Your Element: The Joint Effect of Human Resource Management Strength and Proactive Personality on Employee Creativity

“…From the perspective of context-centered approach ( Zhou and Hoever, 2014 ), employee creativity highly depends on organizational contexts, such as leadership supervision ( Liu et al, 2012 ), leadership style ( Gong et al, 2009 ), and the value and culture of uncertainty avoidance and justice ( Shalley and Gilson, 2004 ). Since individuals first appraise features of HR system as positive, neutral, or stressful at work ( Johnston, 2018 ), HR practices (i.e., selection, training, evaluation, and rewards; Shalley and Gilson, 2004 ; Yasir and Majid, 2020 ) are crucial at fostering innovation processes in companies by influencing creativity ( Acosta-Prado et al, 2020 ). Although scholars have emphasized different characteristics ( Shalley and Gilson, 2004 ) and outcomes ( Yasir and Majid, 2020 ) while describing HRM systems, the most significant characteristic is human resource management strength (HRMS; that is distinctiveness, consensus, and consistency of HR practices), and the most exciting outcome is at the individual level, i.e., employee creativity.…”

The Effect of Slack Resources on Innovation Performance and the Environmental Adaptability of Public Hospitals: The Empirical Evidence From Beijing of China

“…Using time slack for in-depth thinking also opens up opportunities for the growth of creativity and professional practice. Acosta-Prado et al (26) have believed that the impact of human resources on the performance of non-profit organizations such as hospitals is positive, and reasonable investment in staff may be more conducive to innovation. And Mallidou et al (12) have argued that the mechanism of hospital slack resources may be beneficial to managers and professionals to have additional space to develop or implement innovative ideas.…”

“…The innovation performance scale used in this study is derived from Acosta-Prado et al (26) on measuring innovation performance of Colombian non-profit hospitals. The scale includes three items, such as "In the past 5 years, our hospital has provided users with new services, " while the scale has showed high reliability (Cronbach's α is 0.93) and validity (KMO value is 0.75).…”

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

“…The financial results are measured, for example, by means of market share, profits, sales, financial liquidity, share price, firm value and company’s goodwill (Arthur, 1994; Beatty et al, 2003; Becker and Gerhart, 1996; Chadwick et al, 2012; Chaudhry et al, 2019; Combs et al, 2006; Huselid, 1995; Lawal and Ben-Bernard, 2014; Lin, 2012; MacDuffie 1995; Pfeffer and Veiga, 1999; Richey and Wally, 1998: 80; Stor and Haromszeki, 2020a). The organizational results may refer to efficiency, productivity, innovativeness, quality of products/services, and competitive advantage (Acosta-Prado et al, 2020; Arthur, 1994; Becker and Gerhart, 1996; Birdi et al, 2008; Easa and Orra, 2020; Ferguson and Reio, 2010; Huselid, 1995; Huselid et al, 1997; Paawe and Ferndale, 2017; Pfeffer and Veiga 1999; Sparrow et al, 2016; Stor and Haromszeki, 2020b). The research within the managerial results in most cases refers to the interrelations and levels of coherence between business strategies and particular subfunctions of HRM with company’s performance results (Beer et al, 1984; Bello-Pintado, 2015; Chanda and Shen, 2009; Dastmalchian et al, 2020; Jashari and Kutllovci, 2020; Guest, 1997; Guest et al, 2011; Schuler and Jackson, 1987; Stor and Suchodolski, 2016; Wright and Snell, 1991, 1995).…”