Human Resource Management Report: Hospital Case Study Analysis

This report provides a critical overview of human resource management (HRM), focusing on a case study of a hospital facing significant HR challenges due to the absence of a dedicated HR department. The report analyzes the problems stemming from the CEO and finance managers handling HR functions, leading to issues like unpredictable policies, employee conflicts, and staff shortages. It offers recommendations such as implementing written HR policies, conducting employee training, and developing motivation and retention strategies. Furthermore, the report emphasizes the importance of building sustainable HR capabilities, discussing key attributes like training and compensation strategies, effective recruitment and selection, a culture-based approach, motivational strategies, and performance appraisal systems. The analysis highlights how these strategies contribute to organizational performance and improved HR functions, ultimately aiming to help the hospital develop effective and sustainable HRM practices.

Running head: Managing human resources
Managing human resources

Managing human resources
Executive summary
The report presents a critical overview of the human resource management and it also
explains the importance of HR practices. Human resource management plays a significant role in
every organization to build relations between employers and employees. It also explains the
strategies to build a sustainable HR capability in the organization.
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Managing human resources
Table of Contents
Introduction.................................................................................................................................................4
Human resource management....................................................................................................................4
Guidelines to improve and develop the HRM..............................................................................................4
Key attributes to develop and build a sustainable HR capability.................................................................5
Conclusion...................................................................................................................................................7
References...................................................................................................................................................7
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Managing human resources
Introduction
The report presents a critical evaluation of the given case study. In the case study, a
hospital organization does not consist a dedicated and passionate HR department and senior
managers to operate the business effectively. Therefore, the same business and functions are
operated by the CEO and finance managers. The report also explains the problems and
challenges which are faced by the company. It also discusses the course of actions which should
be recommended to improve the operation of this organization. On the other side, it explains the
key features to develop the sustainable HR capabilities. It also explains the impact of other
association in the same business which already consists the effective and sustainable HR
department. The report also explains that how an organization develops and builds human
resource management.
Human resource management
Human resource management is the process to manage the human resources. It is
designed and planned by the HR department to maximize employees’ performance for the
achievement of organizational goals and objectives. The HR department focuses various policies
and system of the company so it plays a vital role in every organization. It is responsible for
employees’ recruitment process, employees’ benefits, training and development, selection
process and performance appraisal (Harzing & Pinnington, 2010).
The human resource department also evaluates and analyzes the productivity of the
personnel. It maintains a link between employers and employees. This department is also
responsible for implementation of policies, rules, and regulations. The human resource
department deals all the issues related to compensation, safety, benefits, performance
management, employees motivation and organization development. It also provides help and
support to employees for their career planning and development. Now it can be said that an
organization cannot survive the business without an effective human resource management
(Kompaso & Sridevi, 2010).
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Managing human resources
Guidelines to improve and develop the HRM
In the given case study, there are numerous challenges and problems faced by the
hospital organization. Therefore various suggestions and recommendations can be given to the
company for improvement and development of HRM. The first and foremost challenge is faced
by the company in terms of unpredictable HR policies and practices by the middle and top
management of the organization. In the case study, there is no dedicated HR department so the
organization faces many problems and challenges like employees’ conflicts, staff shortage, and
absenteeism. The CEO should take some steps to resolve all these consequences and challenges.
The CEO and other senior managers should make written policies and strategies to solve all the
problems and challenges of the employees (González & Guillen, 2008).
The company should make rules and policies to resolve the grievances, staff shortage and
absenteeism of workers. If the employees do not follow all these rules and policies then the
company should impose a penalty on the employees. In this way, the organization can improve
the performance of the employees and it can develop the effective human resource management
in the company. CEO and senior managers should conduct training and development session for
the employees. Motivation methods and retention strategies should be developed by the
organization to encourage the workers for doing work effectively (Chivu & Popescu, 2008).
CEO should implement an effective incentive and compensation system for the
employees. In such way, the organization can motivate and inspire the workers for improving
their performance. The organization should also make policies for potential and competence
employees. If an employee is doing good work then the organization should promote that
employee. Promotions and appraisals provide satisfaction to employees and it can help to build
the morale of the employees. The association should provide a good working environment to the
employees. CEO should appoint a person who can find out the causes and problems which are
rising in the organization. The senior managers should also improve the managerial and technical
skills of the employees (Paauwe, 2009).
Key attributes to develop and build a sustainable HR capability
The sustainable human resource management plays a significant role in every organization to
expand its business and trade. In the given case study, a sustainable human resource management
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Managing human resources
is needed for solving all disputes and grievances. It provides a good framework and structure to
the organization. Therefore the organization needs to make strategies to build a sustainable HR
capability. Sustainability is an evolving and dynamic concept which is essential in human
resource management. A sustainable HR capability maintains balance in the various factors such
as social, environmental and cultural (Janssens & Steyaert, 2009). Sustainable human resource
management is the process of using tools of HR to create and maintain a workforce in the
organization. It also includes all traits such as values, belief, skills, motivation, and trust. The key
features to develop and build sustainable HR capabilities which are discussed as below.
 Training and compensation strategy: The organization should make a strategy for
training and compensation of employees. It will provide knowledge to employees and
information to employees for performing task and duties. This strategy also will help to
improve the managerial skills of the employees.
 Recruitment and selection strategy: An organization must follow a valuable and
effective recruitment and selection strategy. Through this strategy, the organization can
recruit potential and competence employees for doing work in the organization and it can
also help to build a sustainable human resource management (Ehnert, Harry & Zink,
2013).
 Culture based strategy: This strategy provides support to employees to understand the
culture of the organization. In an organization, people come from different background
and culture so the culture based strategy plays a significant role in sustainable human
resource management.
 Motivational strategy: It is a very effective strategy to build a sustainable human
resource management in the organization. Therefore, the organization should build and
develop the motivation and learning strategy for the employees. In such way, the
company can improve the production efficiency of the employees.
 Performance appraisal strategy: The organization should make performance appraisal
strategy to build a sustainable human resource capability. The company should provide
appraisals and promotions to employees according to their performance (Jackson, Ones &
Dilchert, 2012).
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Managing human resources
 Knowledge and information based strategy: This strategy provides knowledge and
information related to work and production. So it is an essential strategy to build a
sustainable HR capability in an organization (Mandip, 2012).
HR practices and strategies also include the money based strategy, service based strategy,
and time-based strategy, financial and non-financial strategy. Now it can be assumed that
sustainable HR practices and strategies play a significant role in organizational performance as
well as HR function. Human resource management must provides support for the development
and implementation of company sustainable strategy. HRM should provide the HR solutions for
the sustainable capabilities. In the given case study, CEO and other senior managers should try to
develop the sustainable human resource management in the organization (Bratton & Gold, 2012).
Conclusion
The given case study talks about the human resource management issues and its impact
on the organization. In this case study, CEO and other senior managers of the organization face
many key challenges related to human resource management.
Now it is concluded that CEO should provide the recommendations and suggestion to
improve and develop the human resource management in the organization. On the other side, the
company should develop and build sustainable HR capabilities in the organization. It should also
develop and implement effective policies and procedures to develop and build the human
resource management in the company.
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References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave
Macmillan.
Chivu, I., & Popescu, D. (2008). Human resources management in the knowledge
management. Revista Informatica Economica, 48, 54-60.
Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource
management: Developing sustainable business organizations. Springer Science &
Business Media.
González, T. F., & Guillen, M. (2008). Organizational commitment: A proposal for a wider
ethical conceptualization of ‘normative commitment’. Journal of Business Ethics, 78(3),
401-414.
Harzing, A. W., & Pinnington, A. (Eds.). (2010). International human resource management.
Sage.
Jackson, S. E., Ones, D. S., & Dilchert, S. (2012). Managing human resources for environmental
sustainability (Vol. 32). John Wiley & Sons.
Janssens, M., & Steyaert, C. (2009). HRM and performance: A plea for reflexivity in HRM
studies. Journal of Management Studies, 46(1), 143-155.
Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving
performance. International journal of business and management, 5(12), 89.
Mandip, G. (2012). Green HRM: People management commitment to environmental
sustainability. Research Journal of Recent Sciences, ISSN, 2277, 2502.
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and
prospects. Journal of Management studies, 46(1), 129-142.
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