Human Resource Management: The case of Hospital - Research Paper Example

?Human Resource Management: The Case of Hospital There are many issues that we face during our working careers. The practical application of the learnt concepts is often difficult and more complex than we actually expect. The profession of healthcare services requires closer attention to be given as this profession involves people’s life, well being and development. There are a number of procedures, systems and policies which healthcare organizations may adopt to improve the processes, healthcare facilities and profitability of the business (Savage et al., 2010). The organization which I work for, has implemented on the most useful tools to evaluate the performance of the healthcare procedures being followed by the employees. This tool is widely known as Continuous Quality Improvement (or CQI). This approach is, however, not the sole tool or policy of my workplace (i.e. a privately owned hospital) but it works in collaboration with other procedures like shared decision making. The need to change or decide between processes and options is important because not all options are equally profitable for the organizations and the users. In order to achieve the quality standards which are not only acceptable but are also given priority by the service users is aimed to be achieved. The goal of the organization, which I work for, is to maintain the quality of services along with maintaining the level of competence in terms of expenses and professional advice for children and young adults’ health related issues. The CQI approach is helpful in stepping forward to act rather than formulating a flawless and perfect plan to work on. This approach led our organization to start up with a plan which was not meant to be the only guide for the success or running of the business but it was set as a starting point. The CQI approach provides a flexibility of changes in the plans and provides the concept of adaptability to changes if required. This approach helped the organization as well as the employees to work in an efficient manner by identifying the weak areas and include them in the revised plan to improve the results or quality of services. This paper further evaluates the role of methods used and importance of performance management tools used by the organization to achieve the ultimate aim of the hospital of maintaining quality. The hospital that I work for follows evidence based human resource strategy in that it focuses on the organizational objective of maintaining the quality of services. Every aspect of the human resource management is based on the view that it supports the quality of service that is provided to the users. The hospital maintains a good reputation by continuously motivating employees on quality assurance to the end users, recruiting staff who is best suitable for the job under question, training employees for emergencies and regular activities of the hospital, relationship management and supporting a sound compensation system to meet the requirements or expectations of the employees. In maintaining staff satisfaction as well as clients’ quality needs to be met, there was a need to formulate a strategy that motivates employees in participating in the decisions, activities and successful running of the hospital. Shared Decision making is a process which helped a lot in maintaining the quality of care in health organization. It is used as a motivational tool in our hospital to involve and integrate the employees within the hospital. Staff satisfaction is greatly dependent on how comfortable they are at their workplaces. The more they feel close to the organization the higher they strive to maintain the quality of the service (Sethi & Schuler, 1989). Motivational techniques and tools help in maintaining a system where employees are continuously involved in improving the systems of the hospital. Employees are more interested in the benefits that they achieve by improving their performance. The motivational tools to develop the thought of improvement leading to some monetary or reputational benefit is implemented to ensure that employees perform their duties with probity, integrity and carefully. The performance appraisals were used as a non-financial measure to increase employee motivation. The employee/doctor of the month award/certificate was considered to be a reputational benefit to the employees. Employees felt more motivated when they are awarded and appraised for their improved performance. When their efforts are ignored rather than appraise they are discouraged to make any changes in their activities or performance. Employees should be appraised for their performance rather than their knowledge of the issues. The qualifications, degrees and certifications are of immense importance but they do not prove good performance of the worker (Lammintakanen et al., 1992). The performance of an employee is related to the pace, quality and professionalism in handling issues surrounding the workplace. The monetary benefits like bonuses for doctors, nurses and other staff who improve the quality of services to the end users is also a motivational strategy used in the hospital where I work. Yearly increase in salary based on the performance shown by the employees, bonus schemes, discount on healthcare services for the family and other such strategies helped a lot in motivating employees to work harder. Setting targets is also a beneficial tool for the success of the hospital. The managers and administration, for instance, are appraised on the cost effectiveness of the data management, efficiency in managing emergencies, cleanliness of the hospital premises at all times and quality assurance of the services provided (Brown, 1992). In my workplace, the human resource department did not only support sound system to motivate employees on improving the quality of service and compensating them in return but also involved designing and implementing rules and regulations for them. The rules and regulations were incorporated in the recruitment program to make the employee aware of his/her responsibilities and the possible consequences in case of breach of any duty. Human resources department operated at each level of the hospital’s operating activities from the recruitment and selection of the employee to the compensations and claims on his termination/resignation. A sound Human resource department provides a sensed of job security to the employees, hence attracts them to join such a workplace where they have a specified body to communicate issues and a clear reporting line. I personally believe that human resource department should be embedded in the organizational culture. The employees should be given enough authority to report to the human resource department any concerns and issues that arise. The actions, performance and compensation of employees should be dealt by the human resource department on the basis of an individual evaluation of each employee (Fallon & McConnell, 2007). As per my experience, I recommend a quantitative approach to performance appraisals which is currently limited in our workplace. The use of quantitative analysis will help in measuring the true potential and worth of an employee to the organization. In conclusion, it is evident that human resource department does not only ensure effective management of the human assets but also aids the strategic success of the organizations. The strategic goals can be incorporated in every step of the human resource management to align the results with the core objectives of the organization. Human resource management, if effectively carried out, brings greater and long term success to the organization as it works to satisfy the employees affecting their performance. The strategies used by human resource department vary at each level from the recruitment to termination level but the choice is dependent on the nature and objectives of the organization under consideration. My personal experience with the hospital is extensive due to the effective and efficient human resource management in place. The job satisfaction, working environment and flexibility it provides encourages my long-term commitment and improved performance in my professional career within this hospital. References Savage, G. T., & Fottler, M. D. (2010). Strategic Human Resource Management in Health Care. Bradford: Emerald Group Pub. Fallon, L. F., & McConnell, C. R. (2007). Human resource management in health care: Principles and practice. Sudbury, Mass: Jones and Bartlett Publishers. Brown, M. (1992). Human resource management in health care. Gaithersburg, Md: Aspen Publishers. Lammintakanen, J., Saranto, K., Kivinen, T., & Kinnunen, J. (November 01, 2002). The digital portfolio: a tool for human resource management in health care?. Journal of Nursing Management, 10, 6, 321-328. Sethi, A. S., & Schuler, R. S. (1989). Human resource management in the health care sector: A guide for administrators and professionals. New York: Quorum Books. Read More