Case Study: Improving Human Resource Management at Hospitals

This report focuses on improving Human Resource Management (HRM) operations within a hospital setting. It begins with an executive summary highlighting the importance of HRM in healthcare, emphasizing its role in patient satisfaction and employee performance. The introduction establishes the significance of HRM and its various practices, such as recruitment, training, and performance appraisal. The report then presents a case study of a hospital with 400 staff members, where the CEO and financial manager currently handle HRM responsibilities. Based on this, the report recommends appointing a dedicated HRM faculty to improve efficiency. It also emphasizes the importance of regular training sessions and the implementation of HR policies. The report introduces an HRM model, detailing input, process, and output elements, and discusses the key features of building sustainable HR capabilities, including HR policies, organizational routines, and continuous employee development. The conclusion summarizes the findings, reiterating the essential role of HRM and providing recommendations for enhancing hospital operations through effective HR practices, ultimately aiming to improve patient care and employee satisfaction.

Improvements of HRM at the hospitals1
Managing human resource

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Executive summary
Human resource is an essential element in the health care sector. Human resource
management plays a crucial role to satisfy the patients by providing the efficient services. It is a
vital aspect in the form of HRM because the performance of an individual in an entity is widely
driven by the environment of work that overcomes at the workplace. Good working environment
is one of the benefits that employee of the healthcare can expect from the team o human resource
management. The importance of HRM model will be discussed in this report. This assignment
has been made as per case study and recommendations are given regarding improve the HRM
operations of the hospital.

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Contents
Executive summary.....................................................................................................................................2
Introduction.................................................................................................................................................4
Recommendation to improve the operations of HRM at hospital................................................................5
Key features of HR capability.....................................................................................................................8
Conclusion.................................................................................................................................................10
References.................................................................................................................................................11

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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.

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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.

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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

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that it will give benefit to personally as well in the form of commitment, competence and
congruence.

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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).

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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).

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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.

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References
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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.

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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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