Human resource management and performance in healthcare organisations

Harris, Christina R.; Cortvriend, Penny; Hyde, Paula

doi:10.1108/14777260710778961

Cited by 64 publications

(60 citation statements)

References 21 publications

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“…nurses) with empowerment practices, such as participation in decision-making. Participation in decision-making is particularly important for nurses because they work in multi-disciplinary teams (Harris et al, 2007). A single patient's journey involves doctors, nurses, and allied health professionals who must all work together to accomplish the same outcome.…”

Section: Hypothesis 5: Nurses' Work Engagement Is More Strongly Relatmentioning

confidence: 99%

HRM in healthcare: the role of work engagement

2016

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Purpose: Due to increasing cost pressures, and the necessity to ensure high quality patient care while maintaining a safe environment for patients and staff, interest in the capacity for HRM practices to make a difference has piqued the attention of healthcare professionals. The purpose of this study is to present and test a model whereby engagement mediates the relationship between four HRM practices and quality of care and safety in two different occupational groups in healthcare, namely, nurses and administrative support workers. Design/methodology/approach: Structural equation modelling was used to analyzequestionnaire data collected by the National Health Service in the United Kingdom as part of their 2011 Staff Survey (n=69,018). We tested the hypotheses for nurses and administrative support workers separately. Findings:Training, participation in decision-making, opportunities for development, and communication were positively related to quality of care and safety via work engagement.The strength of the relationships was conditional on whether an employee was a nurse or administrative support worker.Originality/value: This is the first paper to examine the mediating role of engagement on the relationship between four relevant HRM practices in the healthcare context, and outcomes important to healthcare practitioners. We also add value to the HRM literature by being among the first to use the Job Demands Resources Model to explain the impact of HRM practices on performance outcomes. Moreover, we provide insight into how HRM practices affect outcomes in the world's largest publicly funded healthcare service.Keywords: perceptions of HRM practices; engagement; safety; quality of care; healthcare PERCEPTIONS OF HRM PRACTICES ENGAGEMENT HEALTHCARE 2Research has established the critical importance of Human Resource Management (HRM) practices in the healthcare sector for promoting positive outcomes for patients, staff, and organizations (e.g. Ang et al., 2013;Baluch et al., 2013;Townsend et al., 2013).Although this budding area of HRM research indicates the capability of HRM practices to make a difference, there remain a number of pressing unanswered questions. For instance, few studies have focused on the effect of HRM practices on outcomes that are tailored to the healthcare context, and still fewer have examined individual HRM practices, rather than bundles of HRM practices on such outcomes. Moreover, little is known about the psychological mechanism that explains the relationship between HRM practices and outcomes of strategic importance to healthcare organizations. This study was designed to address these gaps in the literature. Indeed, the purpose of the present study is to develop and test a model of the mediating role of engagement on the relationship between HRM practices and quality of care and safety (Veld et al., 2010). In other words, our research question is:Does engagement mediate the relationship between HRM practices and outcomes of relevance to healthcare organizations? Engagement is at t...

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Section: Hypothesis 5: Nurses' Work Engagement Is More Strongly Relatmentioning

confidence: 99%

HRM in healthcare: the role of work engagement

2016

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“…Harris in his research showed a significant relationship between the performance of the health system after its upgrade and reform (29). McPake et al in their research after the reform showed some evidence of increased activity and productivity and sustained quality.…”

Section: Discussionmentioning

confidence: 96%

Hospital Managers’ Perception of Recent Health Care Reform in Teaching Hospitals of Qazvin, Iran

Kiaei¹,

Moradi²,

Hasanpoor³

et al. 2015

Biotech Health Sci

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Background: The main purpose of any government from a healthcare reform is to improve the service quality and raised public satisfaction. Objectives: As the important role of managerial human resources in any organizational changes, this paper tried to examine the point of view of this group about the recent reform in governmental hospitals of Qazvin. Patients and Methods: This cross-sectional study was conducted in January 2015. The statistical population consisted of 50 executive managers of Qazvin teaching hospitals. The data gathering instrument was a research-made questionnaire with approved reliability and validity (α = 0.84). Data analyse was performed in SPSS version 20 using descriptive and analytic statistics (analysis of variance (ANOVA), Pearson correlation test and one sample t-test). Results: A total of 43.2% of managers believed that this reform was a good restrictor for malpractices in healthcare and 31.8% believed that it will not be so useful to improve the society health status. The average score of resource preparation, insurance companies coordination, changing the routine workflows, and finally achieving the goals, had a meaningful difference (P ˂ 0.05) and the average score of these fields were upper than average. Conclusions:The findings showed that based on the managers' point of view, the reform plan was able to achieve its primary goals; however, it could not meet their exceptions in improving the society health status. Therefore, it is necessary to design some interventions for changing this perception.

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“…The organizational context tends to differentiate and specify the features of the health sector with regard to human resource management because many of the measures of organizational performance tend to be unique too (Buchan, 2004). For example, some studies have shown that the increasing autonomy for health care organizations helps for tailoring human resources systems and practices as more appropriated to specific context (Harris, Cortvriend & Hyde, 2007).…”

Section: Rediscovering the Importance Of Human Resource Management Anmentioning

confidence: 99%

“…Human resource initiatives contribute to improving an organizational culture exerting a positive influence on the effectiveness of care leading health professionals to be actively involved at high levels of strategic planning having an understanding of all areas of the organization (Kabene, Orchard, Howard, Soriano & Leduc, 2006). Health organizations tend to enhance performance by designing human resource practices, policies, and systems that tend to influence employee attitudes and behaviors with regard to reciprocal expectations between organization and employee (Harris, Cortvriend & Hyde, 2007). Organizations investing in policies for human resources tend to design clear roles and goals for their employees having relatively higher levels of knowledge and skill by an emphasis on training and performance management, being able and willing to share and utilize their tacit knowledge as a result of decentralization of decision-making and higher levels of involvement (West, Guthrie, Dawson, Borrill & Carter, 2006).…”

Section: Rediscovering the Importance Of Human Resource Management Anmentioning

confidence: 99%