Improvements Of HRM At The Hospitals Essay

Questions:

1.What course of action would you recommend to the CEO in the first hospital as a way to improve the operation of HRM at the Hospital?
2.What are the key features of building a Sustainable HR Capability?

Answers:

Introduction

Human resource management is essential department in every organization because it handles the situation of the company in an efficient manner without disturbing entire organization. This report will be described as per case study where two parts are divided Organization will be more effective if it follows HR policies and procedures in an appropriate manner because it enhances the productivity of an employee. There are so many practices which are performed by the department of HRM such as recruitment, selection, training and development, performance appraisal, rewards and recognition and predicted outcomes (CIPD, 2010).The key features of creating a sustainable HR capability will be demonstrated in this report.

1.Recommendation to improve the operations of HRM at hospital

It has been analyzed by case study that there are 400 staff members in a hospital and the responsibility of HR department such as recruitment, selection, training and development, occupational health and safety and performance management is handled or performed by CEO and financial manager ((Elarabi & Johari, 2014). I would like to recommend that CEO of the hospital should appoint the faculty of HRM separately and divide the work so that employees of the organization get engaged with their work in an efficient manner. The training and development sessions should be organized by CEO of the hospital on regular basis. It has been evaluated from case study that HR policies and functions have the capability to improve the operations of hospital in systematic way (Beer, Boselie & Brewster, 2015).

To improve the HRM of the hospital, CEO needs to focus on the hiring efficient and skilled team of HR which should be capable to handle the situations of the hospital along with providing training to the employees of the hospital. Patients’ safety and satisfaction are the major requirements of the hospital. HR team should be formed to develop the reputation of the hospital by providing better services. Model of HRM will be helpful to understand the core functions of HR in the context of improving the operations of Hospital. The functions of HRM are not playing in vacuum. It is influenced by internal as well as external activities such as political, legal, and technological and the situation of professional. There are so many issues such as absenteeism, staff grievance, industrial disputation and a staff shortage in the hospital (Cavico, Muffler & Mujtaba, 2012). It can only be improved by dedicating the responsibilities to HR team.

Figure 1: HRM model

Source: (Cavico, Muffler & Mujtaba, 2012).

It is the model which contains organizational efficiency human capital management, employee relations, compensation management and knowledge about management. The improvement in the section of HR will enhance the productivity of the employees and make aware them about the policies and procedures. HRM model involves input, process and output. Input part involves organizational plan, HR plan and inventory and job analysis. A process element of HRM is consisting acquisition, maintenance and development. It is not possible for CEO of hospital to perform duty as HR. this model will be helpful to cover each aspect related to the repudiation of the hospital (Bratton & Gold, 2012). Output element of this model will be distinguished into two sections such as organizational and personal. This model will be helpful to achieving the target within time frame by providing efficient services to the patients. Along with that it will give benefit to personally as well in the form of commitment, competence and congruence.

2.Key features of HR capability

The capability of HR frameworks focuses to provide the relevant pathway for development for the professional of HR along with managerial responsibility. It has been recommended by me to CEO of the hospital to encourage developing the HR capability with their interlinked elements such as HR capability structures, HR capability model and supporting professional development. The key features of building a sustainable HR capability is policies of human resource and organizational routines. The capacity of HR should be active such as he has to act and make amendments in following of sustainable competitive advantages (Berber, 2011). Apart from that the key features of HR sustainability can be benefits administration, training and development, performance evaluation, learning management, managing payroll and employee self services. It is important for the hospital to improve the operations sections by applying HR policies in an efficient manager because it is the way which can reduce the absenteeism lack of co-ordination, confusion and staff shortages. It will enhance the improvements within an operation along with providing high quality services to the patients. The key features of sustainable HR capabilities that how HR team will do work in the favor of growth of hospital. Continuous development and training should be there and it is required for the hospital to develop it efficiently so that knowledge could be transferred and built sustainable HR capabilities. Long term employment helps to enhance the productivity of the employees and facilitate to maintain the sustainable HR capability (Zhong, Wayne & Liden, 2016).

Figure 2: HR capability

Source: (Bratton & Gold, 2012).

HR of the hospital should make ensure that employee of the staff are working at safer place. The relationship between staff and HR should not be more contractual. Effective training and development program will enhance the profitability of the hospital and productivity of the employees as well. Employees of the organization should be aware about the vision and mission of the hospital (Chen, Ma, Jin & Fosh, 2013). Key performance indicator should be developed by CEO of the hospital to maintain to build a sustainable HR capability. It will be facilitated for evaluating the track records of morale, retention of staff, enhances the staff density and quality of patients services (Jamali, El Dirani & Harwood, 2015).

Conclusion

It has been concluded that HR function is an essential elements in every organization. The main aim of this report is to analyze the case study in the context of HR capability and functions. A recommendation has been given to improve the operations of HRM of hospital and key features to build the sustainable business HR capabilities have been covered in this report. The model of HR capabilities consist technical skills, leadership and personal behavioral effectiveness and business and professional skills. The transformation of HR facilitates to maintain constant observation on creating these effective capabilities and it helps to reduce the issues from an organization.

References

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 advantages, International Symposium Engineering Management and Competitiveness 2011 (EMC 2011) June 24-25, 2011, Zrenjanin, Serbia.

Bratton, J. & Gold, J, (2012). Human resource management: theory and practice, Palgrave Macmillan.

Cavico, F.J., Muffler, S.C. & Mujtaba, B.G. (2012). Appearance discrimination in employment: Legal and ethical implications of “lookism” and “lookphobia”, Equality, Diversity and Inclusion: An International Journal,vol. 32, no. 1, pp. 83-119.

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.

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.

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.

Zhong, L., Wayne, S. J., & Liden, R. C. (2016). Job engagement, perceived organizational support, high?performance human resource practices, and cultural value orientations: A cross?level investigation. Journal of Organizational Behavior, 37(6), 823-844.

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