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In the contemporary business environment, the human resource management has become a critical part of organizational performance as it deals with the formation of a strong work force that deliver the organizations objectives and goals. The essay is an assessment of the efficiency of human resource operations in North Shore-LIJ, and it aims at detecting any flaws and providing new strategies towards efficient work force management.
North Shore-LIJ health system started in 1997 as the largest healthcare system and the best of its kind on the region. In US, it is the second largest health care system with revenue of about &6 billion. The organization employs about 9,000 physicians, 10,000 nurses not forgetting students and resident service people within its 15 hospitals. The name of the hospital was coined after a merger between the North Shore University Hospital and the Long Island Jewish Medical center. The CEO of the hospital, Michel Dowling integrated the two hospitals after his election in 2002. Bowling has served as the CEO of the organization for a long time and most of the reforms of the hospital link to his efforts to make North Shore-LIJ the best hospital in United States. The hospital offers a wide range of medical services including pediatrics, cardiovascular, orthopedics, urology, neurosciences and women healthcare services (NCHL 3). The large population of employees in the hospital and the many branches of the hospital has been a great challenge for the organization. Bowling has worked along with the human resources to ensure that the organization runs smoothly in line with the organization customer-value model.
The ability of the organization to manage a large number of employees is a result of an efficient organizational structure. When there is a large work force, an organization is bound to have a wide
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