Human Resource Management in Healthcare Unit 29

This report discusses the factors to be considered when planning and undertaking the recruitment of staff in own healthcare setting, how HR management teams could ensure staff are retained in their own healthcare setting, performance monitoring system available to management, and how HR department support staff through the difficult or complex process.

Human Resource Management
in Healthcare Unit 29

Table of Contents
INTRODUCTION...........................................................................................................................4
MAIN BODY...................................................................................................................................4
TASK 1............................................................................................................................................4
P1 Discuss the factors to be considered when planning and undertaking the recruitment of
staff in own healthcare setting................................................................................................4
P2 Analyze how HR management teams could ensure staff are retained in their own
healthcare setting....................................................................................................................6
M1 Evaluate the impact on healthcare settings of poor management of recruitment processes
................................................................................................................................................7
D1 Critically reflect on the recruitment and staff retention processes in own setting and
identify potential improvements.............................................................................................7
TASK 2............................................................................................................................................8
P3 Analyzing performance monitoring system available to management.............................8
P4 Discussing how HR department support staff through the difficult or complex process. 9
M2 critically access the challenges faced in implementing a system of support and monitoring
of a staff................................................................................................................................10
D2 evaluating the potential impact on health care setting of a lack of HR monitoring and
support..................................................................................................................................10
TASK 3..........................................................................................................................................11
P5 Comparing different level responsibilities of HR department during recruiting or returning
staff.......................................................................................................................................11
P6 Discussing ethical responsibility which HR department have been regard to their staff12
M3 Critically analyzing the relationship between legal and ethical responsibility of Human
Resource Department along with the impact on staff being managed.................................12
D3 Justify the need of Healthcare organizations to comply with current HR guidance and
legislation using current examples of breaches in employment law....................................13
TASK 4..........................................................................................................................................13
P7 Illustrate the current mandatory training requirement of own setting for workers in
different roles........................................................................................................................13

P8 Discussing benefit of continuing professional development (CPD) planning to individual,
teams and healthcare settings...............................................................................................14
M4 Evaluating own role in the training of staff in own settings..........................................15
D4 Completing critical reflective CPD plan for improving own and staff training and
development.........................................................................................................................16
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................18

INTRODUCTION
Human resource management which is also called HRM is usually plays a vital role in the
healthcare sectors to provide the delivery system and systematic management that is critical.
Human resource management is not only about implementing any existing methodology but also
focusing on the various research, analysis, and implementation of the new strategic plan that
helps to improve the employee training and development that show the competencies of the new
employee and the existing staff (Anasori, Bayighomog and Tanova, 2020). Several principles are
usually helpful to play a vital role in the human resource management in which the health system
input physical capitals and consumable factors are also looked up. Human resource management
is usually focused on health care based on different kinds of clinical and non-clinical employees
who are directly involved in the management of public and individual health systems and also
provide the strategy or intervention. In addition, the report usually covers the factor which is
taking into consideration of planning and taking the recruitment of staff in health care settings.
They also ensure the monitoring of a patient on the regular basis within the health care setting.
Moreover, they also focus on the legal and ethical responsibilities of human resource
management. In addition to this, the last discussion on learning requirements is relevant to the
managing staff with a perspective of reflection (Beede and et. al., 2020).
MAIN BODY
TASK 1
P1 Discuss the factors to be considered when planning and undertaking the recruitment of staff
in own healthcare setting
Recruitment planning is usually defined as a pre-arranged strategy that is helpful to hire the
employee. While taking the contexts of healthcare settings, it is somehow different from the
other organization while conducting the recruitment plan. It is usually the act of a timeline for
the health care setting to find out the qualified candidate without causing downtime for the health
care setting. In addition, recruitment is usually helpful to determine the goal for a particular
position (Chng and et. al., 2020). The healthcare setting usually requires medical staff or health
care professionals in order to perform under various stress and eligible with the certain training
during their academics and higher courses that provide skill and knowledge to fulfill the
requirement of the patient while supporting and caring. The recruitment plan is usually based on

the various aspect that is divided into steps that include recruitment planning, strategy
development, searching of the potential candidate, screening, and then appropriate evaluation
and control. Moreover, the planning for the treatment is directly helpful for the organization to
higher such potential employees who are beneficial for the healthcare growth and provide proper
support to the patient with their skills and knowledge (Cohen and et. al., 2020).
While discussing the recruitment planning and contexts with the healthcare settings, there
are some factors which is usually considered when the aspect of planning and undertaking
recruitment in the healthcare setting are usually followed. Moreover, some of the factors are
included that provide the aspect while undertaking the recruitment within the health care setting
these includes:
Recruitment of policy: The most important factor while undertaking the recruitment process is
recruitment policy. Moreover, it is an internal factor which is also called indigenous factors that
affect recruiting personnel in the organization. Such factors are usually controlled by the
organization themselves. For instance, recruiting from internal sources and external are usually
affect the recruitment process. In addition, the recruitment policy within the healthcare settings is
useful to provide objectives towards the recruitment and provide an implemented framework of
the recruitment program. In addition, the usually involve an organization system that is helpful to
formulate and aspect of implementing recruitment program and procedures by filling the
vacancies with the potential candidates. Moreover, some of the factors which usually affect the
recruitment policy are the need for the organization's goals and objectives. The reliable sources
of recruitment government policies that affect the healthcare settings and personnel policies of
the organization and sometimes the competitor also affect the recruitment policies (Ginter,
Duncan and Swayne, 2018).
Human resource planning: In addition, human resource planning is also helpful in order to
identify the gap which is present in the existing manpower of the organization or health care
settings. It is playing a vital role in the identification of employees that are recruited and what
qualifications they must possess.
Size of healthcare setting: Therefore, the size of the organization or the health care settings also
affect the recruitment process where the healthcare settings are usually planned to enhance their
operation and expand their vitality then they show their vacancies as per the requirement which
is usually handled by operation team and manage the funds (Jilani and et. al., 2019).

Recruitment cost: In order to undertake the process of recruitment, they require costs to the
employers. However, the healthcare organization tried to employ that source of recruitment
which is efficiently taking lower cost of recruitment that is helpful for the organization to start
the recruitment process at the lower cost and identify potential candidates for their position
(Vrontis and et. al., 2021).
P2 Analyze how HR management teams could ensure staff are retained in their own healthcare
setting
In this, the HR management team are usually focused on employee retention and they
ensure that the staff is retained in the health care settings with the identified ways which are
described below:
Invest in employee career: According to the health care settings, 90% of the employee are
usually focused on career build-up within the health care setting. Moreover, they used to get
experience while working on the initial level on the various department that helps switch their
job. In order to retain such employees, the management must introduce career plans which are
beneficial to develop their development by providing structures like the program of departmental
head that provides an aspect of a growing career that increases employee satisfaction within the
health care settings (Papa, Dezi, Gregori, Mueller and Miglietta, 2018).
Prioritize work-life balance: While working in a healthcare setting, the interruption within the
work-life balance usually occurs due to the remote work and flexible scheduling policies that
usually arise as a factor that renders the work-life balance. In addition, the management of
healthcare setting must ensure the schedule of employees in order to ensure that the focus on
their life as well as work provides an aspect of work-life balance. The workload is usually
managed within the two shifts that provide beneficial support for the healthcare professionals
who are working within the healthcare settings. To manage their work-life balance that is helpful
for the human resource management team to retain such employees within the healthcare setting
by prioritizing the work-life balance of the employees within health care settings (Rajabion,
Shaltooki, Taghikhah, Ghasemi and Badfar, 2019).
Create a pathway for growth: As per the current changes in the world, the employees also keep
moving or taking the risk for developing their careers. In addition, they usually formulate
pathways for their growth. The human resource management of healthcare settings usually
provide and generate several positions that are based on the promotion and they offer the

different position to the number of professionals as per their potential that supports their
promotion. It is useful for the healthcare settings to retain the employee (Shah and et. al., 2020).
Improve organizational culture: The organization culture is usually subjective, where it is
impacting the retention that cannot be denied the health care settings have one of the best
cultures that provide satisfaction by supporting and caring. In addition, the improvement within
the health care setting is usually happening with some of the key points that are having a strong
commitment towards diversity, equality, and inclusion and supportive leadership that is helpful
to ensure the retention of employees within the healthcare setting (Sarala, Vaara and Junni,
2019).
M1 Evaluate the impact on healthcare settings of poor management of recruitment processes
The poor management of the recruitment process is usually created a negative impact on
the health care settings because the recruitment is a well-defined process that provides an
attribute to select the potential candidate who has the potential to fulfill the healthcare goals and
objectives as per defined periods. Moreover, it is also created chaos because the selected
candidate with poor management of the recruitment process does not fulfill the requirement of
health care settings. Moreover, it also impacts the cost of the recruitment process which may be
higher than impact the health care settings in the appropriate way (Sasangohar and et. al., 2020).
D1 Critically reflect on the recruitment and staff retention processes in own setting and identify
potential improvements
In addition, recruitment plays a vital role to select such potential candidates who have the
potential to meet the organization's target. In this, the focus on their work-life balance with the
appropriate priority with the work. In addition, the staff retention process is almost declared by
prioritizing the employee who is working with the different departments of health care. Some of
the potential improvement that is required within the staff attention process is providing them
proper education towards the position and working criteria to achieve. In addition, the
management of the health care setting focuses on the working hours that provide employee
satisfaction and work-life balance (Schmutz, Meier and Manser, 2019).

TASK 2
P3 Analyzing performance monitoring system available to management
A performance management system refers to a systemic approach that can measure
employee performance. This is a process that organizations use to align their mission, objective
and goal with the available set of priorities, systems and resources like material and manpower.
The performance monitoring system includes a set of processes along with tools that can help to
determine how fast the application can run which include the basic task of monitoring to simplify
shifting, field-level complexity and concern with monitoring on time. Timeline is the essence of
monitoring where organizational management requires input from monitoring systems which can
enable them to take action on time (Mousa and et. al., 2020).
There are three types of performance monitoring system which includes supervision,
performance appraisal and observation.
Performance appraisal can be defined as a regular review of employees' job performance
along with their contribution to the company. It can help in the annual review and evaluation of
employee performance. It also evaluates employee achievement skills and growth. Performance
appraisal includes annual review and companies use that performance appraisal to provide a big
picture of feedback regarding their work. It also help them to justify bonuses and pay increases
and as well as termination decisions. This can be conducted quarterly, half-yearly or annually.
Observation includes the employee performance of the way which can help to provide behavioral
feedback regarding their performance. It can also help to take a routine part in the performance
management process. Here, feedback can be based on observation-specific work-related
behavior, statements, actions, factual and working relationships (Caldwell and et. al., 2018).
Supervision can help to monitor employee performance and their action. It also includes a
process that can help a supervisor to critically evaluate employee performance. Supervision
allows managers and staff to get an opportunity for discussing the skill gaps and development
which should be implemented to take better service delivery. This can also enable them to
achieve better outcomes with positive effects.
There is need to carry out the performance appraisal which can allow organizations a way
to determine their employee contribution within company growth. It can also enable the
organization to reward their top-performing employee on basis of their performance. Here,

performance appraisal also enables employees and manager to create a plan for development
through increase responsibility and additional training.
P4 Discussing how HR department support staff through the difficult or complex process
HR department has the potential to support the staff through difficult and complex
processes. In this HR add some activity or support that can enable them to help an employee. In
this, there are some of the ways through which HR department provides support to the staff
member. This may include as training sessions, induction, conflict resolution, counseling,
compensation and benefits and employee relationship.
Induction refers to the introduction of new employees in the job within an organization. It can
include the process of receiving and welcoming new employees who are joining first time to the
company. It can enable them to give some basic information which can help them to get settle
down quickly and start there work effectively (Sánchez-Hernández and et. al., 2019).
Training is one of the necessary parts which allows the organizational employee to enable
their skill which can be used to perform any task within the organization. Training allows an
organizational employee to improve their skill and learn some new skills that can be effective
and enable them to perform their job role effectively with higher productivity.
Conflict resolution is a support that is provided by the Human Resource Department to
every employee. This can enable them to get communicate with the employee and allow them to
share all information or conflict information with Human Resource Department. Here HR
department has the capacity and capability to resolve those conflicts and provided the best result.
This can satisfy employees to restart the work without any negative impact on their performance
and motivation.
Counseling is another support that are provided by the Human Resource Department to
an employee. This can help them to talk with each employee and share issues which are faced by
the employee. It can help them to resolve and provide comfort to stay in the organization with
high-performance outcomes. It can also help the employee to remove the restart and get active
with a good mental state.
Employee relation is also support which is comprised by HR department. They perform
in a way to make healthier employee relations. This can help in decreasing the employee
turnover rate and provide quantitative and qualitative employee engagement that can help to
provide higher productivity (Guesmi and et. al., 2018).

Compensation and benefit are the support that is provided by the HR department to staff
members that can work as external motivation. It enables the employee to directly get
responsible for working more passionately. It can enable staff members to focus on their increase
in salary for getting benefit packages through an organization at their position.
M2 critically access the challenges faced in implementing a system of support and monitoring of
a staff
There is a high benefit of implementing the system in place for supporting and
monitoring staff members. This can enable them to perform effectively within the organization
which can help to enhance productivity and profitability. It can also enable an organization to
focus on employee retention. This can help reduce employee turnover and help to use their skill
and experience for higher productivity.
There are some of the challenges which can be faced during the implementing system of
support and monitoring for a staff. This may include engagement resources, time pressure, lack
of technology awareness or capability and balancing the need of employees with the need of the
organization.
Engagement can be a big challenge during the implementation system for supporting and
monitoring staff (Hussain and et. al., 2021). There is also a need to ensure the knowledge of
technology that can help to use the implementing system for monitoring staff members in
supporting them. It is also difficult to balance employee and organizational needs where it can
create conflict as per the need of employees and organization at the same level. So, it is one of
the higher challenges which has been faced by the organization during the implementing system
of support and monitoring of staff.
D2 evaluating the potential impact on health care setting of a lack of HR monitoring and support
There are some of the negative impacts like lack of motivation, poor performance, higher
employee turnover and lower productivity. These are some of the impacts of lack of HR
monitoring and support within the healthcare setting.
There are some of the positive aspects and impacts of having a good system in place for
monitoring and supporting staff. It can enable the employee to reduce their mistake during
service delivery (Ravid and et. al., 2020). They can also get a higher point at workplace problems
by providing flexibility. This can enable the employee to get satisfaction through the
management of an organization and reduce employee turnover. It can also help to improve

employee behavior regarding working. It also improves employee skills which can help to reduce
the risk of making mistake while performing their task and also help them to improve it with
better quality.
TASK 3
P5 Comparing different level responsibilities of HR department during recruiting or returning
staff
There are some of the roles and responsibilities of HR during recruiting and retaining
staff. This may include training, administrating, developing company policy. They should also
have good knowledge of recruitment regulations. They should relate with current legislation like
Equality Act 2010, National Minimum Wages Act 1998 and Safeguarding of Vulnerable Group
2006. It should also have a good knowledge of the immigration status of staff members (Harrou
and et. al., 2019).
National Minimum Wages Act 1998 implies that every individual has the right within an
organization to get the minimum amount of pay to entitled as per hour. There are some specific
rate of apprentices which can help in legal requirements for an employee as national minimum
wages. This bases comply with based on workers and have a legal requirement for an employer
to pay workers according to their working hour by following the National minimum wages act.
Equality act 2010 implies protection to disability and civil partnership, maternity and
pregnancy, belief, religion, race, sexual orientation. This implies to not getting discrimination at
the workplace. There should not be any type of discrimination based on this discussed factor. his
can protect an individual from any type of discrimination at the workplace or in wider society.
Safeguarding of valuable group Act 2006 implies that vulnerable groups should get
safeguarded at the workplace and there should not be any type of discrimination and every
individual should be protected without getting harm or neglect. This can be helpful for the
organization and every individual to protect their values and respect (Kazancoglu and et. al.,
2018).
Implementing this legal framework by HR department can help in retaining staff and
recruiting staff within healthcare practices. It can be effective and allow every individual to
protect themselves with legal rights within the organization. It also motivates them to work
effectively without any fear of discrimination or any type of unlawful activity.

There is need for HR department to work in line with this legal framework to ensure that
this legal framework are working effectively and should not be violated due to any reason.
P6 Discussing ethical responsibility which HR department have been regard to their staff
HR professionals have the ethical responsibility for promoting and fostering the justice of
every employee within their organization. It can also enable them to sustain an environment that
can increase every individual to reach their fullest potential productively within an organization.
It also includes the ability to interpret, recognized and act upon various principles and values
according to standards (Collins, 2021).
HR department have some ethical responsibilities which may include inclusive practices,
protecting staff physical, mental health and dignity, they should also manage stress on staff and
promote self-development.
There are some of the examples of HR ethical responsibility include managing difficult
conversations like complaints, conflict, grievance meetings and disciplinary meetings. This
would also insure about protecting the rights of staff and provide equal access to opportunities.
There are four ethical responsibilities of HR department within healthcare practices on
staff. This may include inclusive practices, managing stress, promoting self-development and
protecting physical and mental health (Yu and et. al., 2020).
HR have the ethical responsibility to ensure that every individual should be included in
the healthcare practices. This may include every staff member and patient. HR have also legal
responsibility to manage stress of healthcare professionals which can enable them to focus on
their quality service delivery and provide better health outcomes regarding patient health.
Promoting self development also includes the HR responsibility which can enable every
individual to improve their skills and learn through their factors that can help them in self-
development professionally.
Protecting physical and mental health is also the ethical responsibility of HR department
which ensure about safeguarding and protection against any type of harm during delivery of
health care services in the health care setting (Kazancoglu and et. al., 2018).
M3 Critically analyzing the relationship between legal and ethical responsibility of Human
Resource Department along with the impact on staff being managed
Law refers to the official rule of any establishment that people need to follow. It is a
system that are created and enforced through higher authority to influence and regulate behavior.

Ethics includes the branch of philosophy which involves defending systematizing
recommending concept of rights along with wrong behavior. It also includes moral principles,
physical behavior during conducting the activity (Collins, 2021).
There are some of the ethical responsibilities which can help HR department to recognize
interpret and act on values and principles according to standards within a given field. This may
include protection of dignity, managing conflict or complaint and protecting the rights of staff.
There is a high impact of legal and ethical responsibility of HR department on staff
managing. This can create a positive impact on their performance which can enable them to
deliver their service which has potential productivity. There is also a negative impact on a staff
which can lead to creating too much concentration while delivering services taking care about
the responsibility which should be followed ethically.
D3 Justify the need of Healthcare organizations to comply with current HR guidance and
legislation using current examples of breaches in employment law
Breach refers to the act of breaking of feeling to observe a law code of conduct or
agreement. There are some of the examples of breach of employment contract which may
include failure to follow the appropriate procedure for grievances, dismissal and disciplinary
action (Yu and et. al., 2020). This may also include wrongful messages and changes in a working
hour, employment contact without approval and not paying for travel expenses, contractual and
holiday entitlement.
There is need for healthcare organizations to comply with current HR guidance and
legislation. This can enable healthcare professionals to deliver proper services by taking care of
the legal procedure. It can be helpful to provide quality of service delivery to every individual
within healthcare settings. It can also enable healthcare organizations to use the latest technology
and treatment to provide highly positive outcomes in patient health improvement.
TASK 4
P7 Illustrate the current mandatory training requirement of own setting for workers in different
roles
There is need for mandatory training requirements within healthcare settings. This can
help to ensure that a divisible have all the potential skills which should help to carry out different
duties (Lockie and et. al., 2020). It can also enable them to perform effectively during providing

health care services to their patient. This can also help them to learn about different practices
which can be help in reducing the risk of wrong practices of healthcare in improving inpatient
health.
Mandatory training requirements can allow nursing professionals to learn different skills
and improve them to utilize during their practices. This can have to introduce the values and
objective of the organization which can enable them to perform quickly as a team in health care
settings. There are some of the mandatory training requirements for nurses which may include
complaint handling clinical record keeping and consent (Frøyland and et. al., 2019).
Care assistants need training that can help them to improve their literacy and memory and
enable them to communicate effectively with the patient. It can also improve their quality of
work and experience while delivering services within the health sector. It can also improve the
quality of care assisting to health care staff members to implemented more effectively.
Ward managers also require mandatory training which can enable them to take control on
the management regarding effectively leading supervising and motivating to staff members
(Bonaccio and et. al., 2020). It also enables them to direct staff with better effect to following all
the legal processes for delivery in quality services. It can also improve quality and skill to
manage the resource through effective teamwork.
P8 Discussing benefit of continuing professional development (CPD) planning to individual,
teams and healthcare settings
Continuous professional development refers to a term which used for describing learning
activities professionally. It can enable them to improve their skills and enhance their ability. It
can also enable them to become proactive instead of reactive and passive (Sánchez-Hernández
and et. al., 2019).
There are various benefits of continuous professional development within healthcare
settings. It can enable them to work effectively with knowledge using present knowledge and
skills. It can also enable them to engage in a happier team that can perform effectively and
provide rewards through working. It can also reduce employee turnover and perform to work
with a positive impact (Araslı and et. al., 2019).
Continuous professional development can have high benefits to the individual. This can
enable them to improve their skills and perform more effectively within health and social care

services. It can also improve professional development which can be used in practices to deliver
quality service.
Continuous professional development also helps team member to improve their
performance and complete a task more effectively (Caldwell and et. al., 2018). It can provide the
potential to the team and enable them to perform more easily with better coordination which can
improve team productivity within healthcare settings.
Continuous professional development also provides benefits to the health care setting. It
can enable healthcare professionals to use their potential and improved skills to provide their
health care services. This can enable healthcare settings to improve their potential outcome and
productivity (Baum, 2018). It also provide the benefit to make a good impression about the
delivery of health care service with quality that can enable healthcare professional to improve
patient health more effectively.
M4 Evaluating own role in the training of staff in own settings
To identify the continuous professional development opportunity, there is a need to
perform effectively and gather feedback from other staff members and service users. This can
help to find the area of improvement which can allow improving the health care services and
service delivery which can provide the opportunity for professional development. Here, it needs
to ensure and work on the area of improvement which can provide to improve skills and improve
service delivery quality (Mousa and et. al., 2020).
It can also have negative aspects where measuring continuous professional development
of own can be difficult and it does not help to identify on the area of improvement which can
help to improve service quality (Obeidat and et. al., 2020).
There is a need to collaborate continuous professional development planning and staff
training which can enable to ensure about improving skills and help to develop other abilities.
This can also enable to plan for skills improvement and development through some training and
continuous practice. Training is also associated with improving the continuous professional
development to learn and improve skills to deliver quality service. There can be a negative aspect
of continuous professional development planning and staff training with collaboration. It can
create conflict while delivering services in some areas (Keiler, 2018).
Practicing in appraisal processes can be effective and can allow to optimum use of
possessed skills which can allow delivering better quality services to the service user.

There is need to participate in an appraisal process that includes various steps where the
essential step is to provide the information about the services which has been delivered during
practicing. It can also enable to perform well while delivering health care services to service
users. There can be bad aspects of this in participation of present processes which can impact the
quality of service delivery and have the focus on appraisal process that reduce the service quality
within healthcare settings (Peleman and et. al., 2018).
D4 Completing critical reflective CPD plan for improving own and staff training and
development
Present rating out of
10
Expected rating out of
10
How to improve
Nursing staff 6 9 Proper training after
each 6 months.
Care assistant 5 8 To learning leadership
skills (Murray and et.
al., 2019).
Ward manager 7 9 To improve
management through
applying theoretical
starategy.
There is a need for training that can enable them to improve their skills which can allow being
associated with improving their performance within healthcare settings (Nooruddin and et. al.,
2019).
CONCLUSION
From the above discussion, it can be concluded that various factors should be considered
during planning and undertaking the recruitment of staff within healthcare settings. This can
include HR management team to ensure retaining staff members within the organization. This
can also analyze the performance monitoring system which are available to management that can
support on regular basis. This report also includes the way through which the Human Resource
Department support their staff member through difficult or complex processes. This report also

includes the recognition of the legal and ethical responsibility of Human Resource Management
which may include HR department's legal and ethical responsibility. There is also discussion
about the own learning requirement related to managing staff which can illustrate mandatory
training requirements. It also includes continuous professional development planning for
individual, team member and healthcare settings.

REFERENCES
Books and Journals
Anasori, E., Bayighomog, S.W. and Tanova, C., 2020. Workplace bullying, psychological
distress, resilience, mindfulness, and emotional exhaustion. The Service Industries
Journal, 40(1-2), pp.65-89.
Chng and et. al., 2020. Cartography of opportunistic pathogens and antibiotic resistance genes in
a tertiary hospital environment. Nature medicine, 26(6), pp.941-951.
Cohen and et. al., 2020. Pain management best practices from multispecialty organizations
during the COVID-19 pandemic and public health crises. Pain Medicine, 21(7), pp.1331-
1346.
Ginter, P.M., Duncan, W.J. and Swayne, L.E., 2018. The strategic management of health care
organizations. John Wiley & Sons.
Jilani and et. al., 2019. Evaluation of state-mandated reporting of neonatal abstinence syndrome
—six states, 2013–2017. Morbidity and Mortality Weekly Report, 68(1), p.6.
Papa, A., Dezi, L., Gregori, G.L., Mueller, J. and Miglietta, N., 2018. Improving innovation
performance through knowledge acquisition: the moderating role of employee retention
and human resource management practices. Journal of Knowledge Management.
Rajabion, L., Shaltooki, A.A., Taghikhah, M., Ghasemi, A. and Badfar, A., 2019. Healthcare big
data processing mechanisms: The role of cloud computing. International Journal of
Information Management, 49, pp.271-289.
Sarala, R.M., Vaara, E. and Junni, P., 2019. Beyond merger syndrome and cultural differences:
New avenues for research on the “human side” of global mergers and acquisitions
(M&As). Journal of World Business, 54(4), pp.307-321.
Sasangohar and et. al., 2020. Provider burnout and fatigue during the COVID-19 pandemic:
lessons learned from a high-volume intensive care unit. Anesthesia and analgesia.
Schmutz, J.B., Meier, L.L. and Manser, T., 2019. How effective is teamwork really? The
relationship between teamwork and performance in healthcare teams: a systematic review
and meta-analysis. BMJ open, 9(9), p.e028280.
Shah and et. al., 2020. COVID-19 outbreak in Malaysia: Actions taken by the Malaysian
government. International Journal of Infectious Diseases, 97, pp.108-116.
Vrontis and et. al., 2021. Artificial intelligence, robotics, advanced technologies and human
resource management: a systematic review. The International Journal of Human Resource
Management, pp.1-30.
Araslı, H. and Arıcı, H.E., 2019. The art of retaining seasonal employees: three industry-specific
leadership styles. The Service Industries Journal, 39(3-4), pp.175-205.
Baum, T., 2018. Sustainable human resource management as a driver in tourism policy and
planning: a serious sin of omission?. Journal of Sustainable Tourism, 26(6), pp.873-889.
Bonaccio, S., Connelly, C.E., Gellatly, I.R., Jetha, A. and Martin Ginis, K.A., 2020. The
participation of people with disabilities in the workplace across the employment cycle:
Employer concerns and research evidence. Journal of Business and Psychology, 35(2),
pp.135-158.
Caldwell, C. and Peters, R., 2018. New employee onboarding–psychological contracts and
ethical perspectives. Journal of Management Development.

Collins, C.J., 2021. Expanding the resource based view model of strategic human resource
management. The International Journal of Human Resource Management, 32(2), pp.331-
358.
Collins, C.J., 2021. Expanding the resource based view model of strategic human resource
management. The International Journal of Human Resource Management, 32(2), pp.331-
358.
Frøyland, K., Andreassen, T.A. and Innvær, S., 2019. Contrasting supply-side, demand-side and
combined approaches to labour market integration. Journal of Social Policy, 48(2), pp.311-
328.
Guesmi, L., Ragheb, A.M., Fathallah, H. and Menif, M., 2018. Experimental demonstration of
simultaneous modulation format/symbol rate identification and optical performance
monitoring for coherent optical systems. Journal of Lightwave Technology, 36(11),
pp.2230-2239.
Harrou, F., Taghezouit, B. and Sun, Y., 2019. Improved $ k $ NN-based monitoring schemes for
detecting faults in PV systems. IEEE Journal of Photovoltaics, 9(3), pp.811-821.
Hussain, T., Min Ullah, F.U., Muhammad, K., Rho, S., Ullah, A., Hwang, E., Moon, J. and Baik,
S.W., 2021. Smart and intelligent energy monitoring systems: A comprehensive literature
survey and future research guidelines. International Journal of Energy Research, 45(3),
pp.3590-3614.
Kazancoglu, Y. and Ozkan-Ozen, Y.D., 2018. Analyzing Workforce 4.0 in the Fourth Industrial
Revolution and proposing a road map from operations management perspective with fuzzy
DEMATEL. Journal of enterprise information management.
Kazancoglu, Y. and Ozkan-Ozen, Y.D., 2018. Analyzing Workforce 4.0 in the Fourth Industrial
Revolution and proposing a road map from operations management perspective with fuzzy
DEMATEL. Journal of enterprise information management.
Keiler, L.S., 2018. Teachers’ roles and identities in student-centered classrooms. International
journal of STEM education, 5(1), pp.1-20.
Lockie, R.G., Dawes, J.J., Orr, R.M. and Dulla, J.M., 2020. Recruit fitness standards from a
large law enforcement agency: Between-class comparisons, percentile rankings, and
implications for physical training. The Journal of Strength & Conditioning
Research, 34(4), pp.934-941.
Mousa, S.K. and Othman, M., 2020. The impact of green human resource management practices
on sustainable performance in healthcare organisations: A conceptual framework. Journal
of Cleaner Production, 243, p.118595.
Murray, K. and Ward, K., 2019. Attitudes to social media use as a platform for continuing
professional development (CPD) within occupational therapy. Journal of Further and
Higher Education, 43(4), pp.545-559.
Nooruddin, S. and Bhamani, S., 2019. Engagement of School Leadership in Teachers'
Continuous Professional Development: A Case Study. Journal of Education and
Educational Development, 6(1), pp.95-110.
Obeidat, S.M., Al Bakri, A.A. and Elbanna, S., 2020. Leveraging “green” human resource
practices to enable environmental and organizational performance: Evidence from the
Qatari oil and gas industry. Journal of Business Ethics, 164(2), pp.371-388.
Peleman, B., Lazzari, A., Budginaitė, I., Siarova, H., Hauari, H., Peeters, J. and Cameron, C.,
2018. Continuous professional development and ECEC quality: Findings from a European
systematic literature review. European Journal of Education, 53(1), pp.9-22.

Ravid, D.M., Tomczak, D.L., White, J.C. and Behrend, T.S., 2020. EPM 20/20: A review,
framework, and research agenda for electronic performance monitoring. Journal of
Management, 46(1), pp.100-126.
Sánchez-Hernández, M.I., González-López, Ó.R., Buenadicha-Mateos, M. and Tato-Jiménez,
J.L., 2019. Work-life balance in great companies and pending issues for engaging new
generations at work. International journal of environmental research and public
health, 16(24), p.5122.
Yu, W., Chavez, R., Feng, M., Wong, C.Y. and Fynes, B., 2020. Green human resource
management and environmental cooperation: An ability-motivation-opportunity and
contingency perspective. International Journal of Production Economics, 219, pp.224-235.
Yu, W., Chavez, R., Feng, M., Wong, C.Y. and Fynes, B., 2020. Green human resource
management and environmental cooperation: An ability-motivation-opportunity and
contingency perspective. International Journal of Production Economics, 219, pp.224-235.
Beede and et. al., 2020, April. A human-centered evaluation of a deep learning system deployed
in clinics for the detection of diabetic retinopathy. In Proceedings of the 2020 CHI
conference on human factors in computing systems (pp. 1-12).