Human resource management in a healthcare environment: framework and case study

Abstract

Purpose The purpose of this paper is to develop a framework for the improvement of healthcare services through an effective human resource management system. The case study highlights a need to analyze human resource management processes that exist in healthcare sector and suggests better ways to achieve higher levels of patient satisfaction. Design/methodology/approach The methodology consists of first developing a conceptual framework for human resource management in healthcare industry. The proposed framework comprises of three parts: inputs which include determining employee competencies, HR planning, job analysis, recruitment, selection, compensation benefits, pay/rewards, labor and employee relations; processes (training and development) focus on healthcare systems; and outputs which include quality, cost, technology, and responsiveness leading to patient satisfaction. Then, the framework has been studied with help of a case study conducted in a hospital in India. Findings The most important skill required for healthcare workforce to deliver high-quality care to patients is the human resource development. By appropriate workforce development, healthcare organizations can provide high-quality services to patients. Finally, it derives a set of conclusions from the case study research. Further research would be needed to validate the framework through empirical data. Originality/value This research is a new attempt as there is a limited research done earlier on the framework of human resource management in healthcare system and services. It is designed to facilitate training and development at both the individual and at organizational levels, advocating a balance between “healthcare employee” and “healthcare system.”

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

“…However, our study failed to yield significant results for the hypothesized indirect path from comprehensive training to CC via OC. Our results contradict those of Ramadevi et al () because comprehensive training in the health care sector is constantly changing as a result of technological advancements.…”

“…These findings are analogous to the views of Kooij and Boon () and Boselie (), who see equitable rewards as enhancing employees’ OC. Our study's results also resonate with those of prior studies (Ramadevi et al, ; Si & Li, ), which demonstrate that the selection process is positively associated with OC, satisfaction and engagement. Moreover, selective staffing helps to improve the employee–organisation fit and aligns employees’ goals with organisational goals (Si & Li, ).…”

“…Snell and Dean () and Whitener () identify five core HCHRPs: selective staffing, comprehensive training, developmental performance appraisal, internally equitable rewards and externally equitable rewards. The proponents of HCHRPs suggest that, among the many HCHRPs, these five practices are among the most effective in creating OC (Ramadevi, Gunasekaran, Roy, Rai, & Senthilkumar, ; Snell & Dean, ; Whitener, ). Here, selective staffing refers to a sophisticated selection process used to hire employees with the potential to contribute effectively and efficiently to organisations’ pursuit of sustainable growth.…”

“…Here, selective staffing refers to a sophisticated selection process used to hire employees with the potential to contribute effectively and efficiently to organisations’ pursuit of sustainable growth. Comprehensive training refers to a system in which employees are provided with selective and repeated trainings to improve their knowledge and skills, so they can accomplish their job‐related tasks (Pfeffer, ; Ramadevi et al, ). Developmental performance appraisal refers to a set of procedures in which employees are involved in personal goal setting through frequent performance appraisals that help them to identify and improve their deficiencies through training programmes, coaching, mentoring and support (Pfeffer, ).…”

“…Internally equitable rewards refer to a compensation system that is based on equity and pay‐for‐performance procedures. In this process, employees are provided with rewards and benefits that are commensurate with their performance, rather than being based on seniority or favouritism (Ramadevi et al, ). Externally equitable rewards (EER) refer to market‐based, competitive compensation for all employees (Pfeffer, ).…”