The Relationship Between HR Capabilities and Quality of Patient Care: The Mediating Role of Proactive Work Behaviors

Khatri, Naresh; Gupta, Vishal; Varma, Arup

doi:10.1002/hrm.21794

Cited by 40 publications

(36 citation statements)

References 82 publications

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“…It is suggested that employees who perceive they are managed with positive HRM practices are likely to demonstrate improved performance and competence, which is likely to positively affect organizational outcome . Our review found that CBHRM affects the quality of health care, patient safety, and patient satisfaction . Thus, if we want to drive important organizational outcomes, a good strategy to start with is focusing on “people.”…”

Section: Resultsmentioning

confidence: 99%

Competence-based human resource management in nursing: A literature review

2018

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Aim: To clarify the defining attributes of competence-based human resource management (CBHRM) in nursing, its antecedents, and consequences.Background: A thorough literature review showed multidefinitions of CBHRM, which resulted in confusion in ways of describing CBHRM practice and its implementation in nursing. Methods: A literature review through systematic searches in CINAHL, ScienceDirect, Medline, ProQuest Dissertations and Theses, Embase, and Google Scholar between 2000 and February 2018 with full text in English. Results: The attributes of CBHRM in nursing include recruitment and selection, training and development, performance appraisal, reward system, and career planning. Antecedents to CBHRM in nursing include organizational factors (organizational size, culture, the nature of human resource (HR) department, type of organization, and the number of employee), individual factors (HR managers' competence, and top managers' role, intention, and characteristics), and HR policy.Consequences include employee outcomes (competence development, high motivation, job satisfaction, retention, and better performance), organizational outcomes (quality of care, patient safety, and patient satisfaction), and financial outcomes.Conclusion: This study helps nursing managers and HR managers to understand the concept of CBHRM in nursing comprehensively. K E Y W O R D S competence, human resource management, literature review, nursing 1 | INTRODUCTION Nursing shortages are highlighted as one of the biggest challenges to impact the effectiveness of health care systems. 1 Therefore, health care providers are demanded to provide competent and specialized nurses as well as nurse managers with the right skills, knowledge, and attitudes performing the right tasks in the right place at the right time to achieve the right predetermined health targets. 2 As such, effective human resource management strategies must be introduced, regularly reviewed and evaluated to ensure the quality of nurse workforce, as they make up the largest group among health care professionals. 2 Competence-Based Human Resource Management (CBHRM) is one of the strategies to assure appropriate nurse staffing and development and is often viewed as key components of all organizations 3 by closely linking nurses competence to the successfulness of health organization. 4 CBHRM has become a part of human resource management since 1990s, 5 and uses a competence approach as the basis of HRM practices, such as in the process of recruitment and selection, training and development, and appraisal and remuneration. 6 CBHRMis an application of HRM, which focuses more on the people in regard to their knowledge, skill, and attitude, rather than focuses on what people do in a job and tends to list work activities as it is applied in Nurs Forum. 2019;54:91-101.wileyonlinelibrary.com/journal/nuf

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Section: Resultsmentioning

confidence: 99%

Competence-based human resource management in nursing: A literature review

2018

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“…Khatri, Gupta, and Varma () suggested HR capabilities consist of three dimensions: (a) a CEO who sets a clear strategy and supports the HR function; (b) a head of HR who understands the business and enacts effective leadership behaviors both within the HR department and across other departments; and (c) the professionalism and competencies of HR staff who carry out key HR activities. Khatri et al (, p. 676) hinted at the association between HR capabilities and system strength in suggesting that “HR capabilities are necessary to create a ‘strong HR system’ and reduce the gap between intended and implemented HR practices and systems,” and although they did not test this assumption, they found that HR capabilities have both a direct and indirect effect (through proactivity) on quality of patient care. Research that integrates the findings from Khatri et al () and of our study would provide invaluable information for future theory development and practice.…”

Section: Discussionmentioning

confidence: 99%

“…Khatri et al (, p. 676) hinted at the association between HR capabilities and system strength in suggesting that “HR capabilities are necessary to create a ‘strong HR system’ and reduce the gap between intended and implemented HR practices and systems,” and although they did not test this assumption, they found that HR capabilities have both a direct and indirect effect (through proactivity) on quality of patient care. Research that integrates the findings from Khatri et al () and of our study would provide invaluable information for future theory development and practice. On a broader level, we welcome research that takes a dynamic capabilities perspective (Teece, Pisano, & Shuen, ) to provide a deeper understanding of how HR can contribute to organizational competitiveness in highly volatile environments.…”

Section: Discussionmentioning

confidence: 99%

Perceived human resource system strength and employee reactions toward change: Revisiting human resource's remit as change agent

Alfes

Shantz

Bailey

et al. 2019

Human Resource Management

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Although scholars have highlighted human resource's (HR's) important role as a change agent, we know little about the extent to which HR influences the change context to foster positive employee responses and support organizational changes. This study positions perceived HR system strength as an important internal context factor that influences employees' reactions toward change. Drawing on emotion theory and social exchange theory, we analyze the mechanisms through which employees' perceptions of HR system strength lead to positive employee responses to organizational change. Data from 704 employees in a UK police force showed that employees' perceptions of HR system strength were positively related to their ability to cope with organizational change and that this relationship was simultaneously mediated by state positive affect and perceived organizational support. Moreover, our findings demonstrated that coping with organizational change was positively related to employees' change‐supportive behavior. This study is important because it broadens the remit of HR's role as change agent and provides valuable insight into how HR positively influences employee outcomes during organizational change.

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“…Empirically, this article focuses on hospitals and health care workers. These organizations “(…) are facing critical organizational and management challenges (and) need to pay greater attention to organizational and management issues than in the past” (Khatri, Gupta, & Varma, , p. 673). Survey data was coupled with register data on sickness absence in a large Norwegian health enterprise, focusing on the association between shift work and both long‐term and short‐term sickness absence.…”

Section: Introductionmentioning

confidence: 99%

Shift work and sickness absence—the mediating roles of work–home conflict and perceived health

Jacobsen

Fjeldbraaten

2017

Human Resource Management

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This study investigates the relationship between sickness absence and shift work. It is hypothesized that the effect of shift work is linked to sickness absence by two mediators: perceived health and work‐family conflict (WFC). Shift work was hypothesized to have an adverse effect on health, as well as making work‐family balance harder to obtain, both in turn resulting in higher sickness absence. The study distinguishes between self‐declared (short‐term) and doctor declared (long‐term) sickness absence. A survey was conducted covering all employees in a Norwegian hospital working more than 30 % of a full position (N=5272) in January 2012, yielding 1864 valid responses (% response = 36). Survey data was coupled with register data on days of sickness absence in 2014. A model with perceived health and WFC as mediating variables between shift work and sickness absence was tested. The findings indicate no direct effect of shift work on sickness absence, but indirect effects both through WFC and perceived health.

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The Relationship Between HR Capabilities and Quality of Patient Care: The Mediating Role of Proactive Work Behaviors

Cited by 40 publications

References 82 publications

Competence-based human resource management in nursing: A literature review

Competence-based human resource management in nursing: A literature review

Perceived human resource system strength and employee reactions toward change: Revisiting human resource's remit as change agent

Shift work and sickness absence—the mediating roles of work–home conflict and perceived health

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