HRM model for hospital management
Human resource management is essential element in healthcare industry because it reforms to improve the quality of services and the satisfaction of patients. Effective HRM plays a crucial role in the growth of health sector. This report will show the importance of HRM in the hospital. HRM model will be showing in this report which describes the each element of HR appropriately. To improve the HRM operation in the hospital, there are some recommendations given in the context of HRM. Along with that the key features of building a sustainable HR capability will be described in this report. Capability framework of HR focuses to provide the relevant pathway for progress for HR professionals along with supervisory responsibilities.
As per case study, there are 400 staff members in hospital and the profile of HR is being handled or performed by CEO and financial manager. I would like to recommend to CEO of hospital to appoint HRM faculty separately so that the proper HR policies can be produced. It is not possible for the repudiated hospital to run without perfect HR policies. It has been analyzed that they have consultant who come once in a week to manage the HR policies. It has been recommended that the virtually developed key functions and planning of HR cannot be succeeded in health sector. CEO of the hospital should focus on the team of HR to develop the policies within organization efficiently.
The operations of HRM can be improved by hiring dedicated HR manager and HR team. The attitude of carelessness should not be considered in the hospital due to dependency of many lives on it (Beer, Boselie & Brewster, 2015). HR of the hospital should be passionate about HR and its impact on staff and management and the quality of patient care. There should be proper HR functions, HR planning, performance management, occupational health and safety and training and development program so that staff of the employee can get proper trained before providing services to patients. There should be model of HRM which helps to enhance the productivity of employees and make them ensure that they are working under safer place (CIPD, 2010). HRM is the model which is contains all activities of HR activities. Apart from activities, there is another variable element in the HRM model- environment. HRM is the function which is not operating in vacuum. It is impacted by number of internal and external forces such as technological, political and legal and the conditions of professional.
Recommendations for improving HRM in a hospital setting
HRM model consist all activities of HR such as recruitment, selection, training, performance & reward recognition, talent management, labor retentions, HR planning and career planning. These are the important aspects for the hospital to perform in same industry efficiently. These all aspects of HRM can be performed by only HR manager and HR team not by CEO and financial manager of the hospital so it has been recommended to CEO to develop the team of HR. Efficient HR team will hire educated, skilled and deserved candidate to perform the activities of hospital along with that HR will take care of existing staff so that any issues could not arise (Cavico, Muffler & Mujtaba, 2012). To improve the operations of HRM, hospital should develop HR process to build sustainable business. A clear cut plan should be implemented in the hospital in a year which should be divided in the monthly target. Training and development program should be implemented with efficient manner because the care of patient is prior for hospital (Elarabi & Johari, 2014). That is why it is important to have the proper knowledge about the policies and procedures of the organization. With the help of HRM model hospital would be able to achieve the target without losing efficient staff and industrial reputation. Along with that it will give benefit to personally as well in the form of commitment, competence and congruence (Ekwoaba, Ikeije & Ufoma, 2015).
The framework of HR capability focuses to enhance the capabilities of recruiting team with supervisory responsibilities. It has been recommended to CEO of hospital to develop the framework in which elements should be interlinked which is HR capability model, HR capability structure and supporting professional development (Alfes, Shantz, Truss & Soane, 2013). The key features of HR capability are auto tracking of all correspondence history such as emails, appointments and tasks. It involves human resource policies and organizational routines. HR of the hospital should have capacity to act and cahnges in pursuit of competitive advantage which is sustainable. Apart from that the key features of the capability of HR is evaluation of performance, managing payroll and administration, training and development program, employee self services, recruitment and selection and learning management. These improve the capability of HR and facilitate to improve the condition of the hospital and enforce staff to provide better quality to patients. Hospital should be active to take action immediately without wasting time (Bratton & Gold, 2012).
Key features of building a sustainable HR capability
HR should ensure employee of the staff that they are working at safe place. The relationship between staff and HR should be more personal in comparison of contractual. There should be formed in-house training programs for grooming employees to shoulder high responsibility (Jamali, El Dirani & Harwood, 2015). CEO of the hospital should design HR policies and introduce each employees of the organization about the vision and mission of the organization. It has been evaluated by case study that the similar organization of hospital is efficient in HR team and they are able to manage the function of HR such as job evaluation, training and development and organizational health and safety. A key performance indicator has been developed by them (Chen, Ma, Jin & Fosh, 2013). CEO of hospital should be adapted this features for hospital for sustainable HR capability. It will be helpful for monitoring the track records of morale, quality of patient’s services and staff retention.
Conclusion
It has been recommended that HR function is essential for heath and care centre. This report has been made as per given case study. Recommendation to improve the HRM operations of hospital and key features to build the sustainable business HR capabilities has been covered in this report. HRM model involves all activities of HR appropriately. HR capabilities model consist HR technical skills, business and professional skills and leadership and personal behavioral effectiveness. These capabilities are important component of HR skills. The transformation of HR helps to handle persistent observation on building these effective capabilities and it facilitate to remove the obstacle from an organization.
References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Beer, M., Boselie, P., & Brewster, C. (2015). Back to the future: Implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), 427-438.
Berber, N, 2011, human resource management in function of creating the strategic competitive advantag Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Beer, M., Boselie, P., & Brewster, C. (2015). Back to the future: I es, International Symposium Engineering Management and Competitiveness 2011 (EMC 2011) June 24-25, 2011, Zrenjanin, Serbia.
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Chen, X., Ma, J., Jin, J. & Fosh, P. (2013). Information privacy, gender differences, and intrinsic motivation in the workplace, International Journal of Information Management, vol. 33, no. 6, pp. 917.
CIPD, (2010). Workforce planning Right people, right time, right skills, Guide Spring 2010, pp 2-23.
Cottrell, S. (2015). Skills for success: Personal development and employability. Palgrave Macmillan.
Ekwoaba, J. O., Ikeije, U.U. &Ufoma, N., (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management,Vol.3, No.2, pp.22-33, March 2015.
Elarabi, H. M. & Johari, F. (2014). The impact of human resources management on healthcare quality. Asian journal of management sciences & education, Vol. 3 No. 1, January 2014.
Gould?williams, J. S., Bottomley, P., Redman, T. O. M., Snape, E. D., Bishop, D. J., Limpanitgul, T., & Mostafa, A. M. S. (2014). Civic duty and employee outcomes: do high commitment human resource practices and work overload matter?. Public Administration, 92(4), 937-953.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model. Business Ethics: A European Review, 24(2), 125-143.
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