HRM Case Study Report: Hospital HR Department Analysis

This report presents a case study comparing two hospital organizations, one with and one without a dedicated and effective Human Resource Management (HRM) department. It explores the policies, strategies, and procedures involved in HRM, emphasizing its crucial role in organizational success. The report analyzes the challenges faced by the CEO and senior managers in the organization lacking a strong HR department, highlighting issues related to recruitment, selection, performance appraisal, and employee relations. Conversely, it showcases a hospital with a sustainable HRM department, detailing best practices for building and developing a robust HR capability. The report offers suggestions and recommendations for improving HRM, including the implementation of written policies, training and development programs, and strategies for employee motivation and retention. It further discusses key features of sustainable HRM, such as information-based strategies, time-related policies, direct service approaches, and cultural change initiatives. The conclusion underscores the importance of sustainable HRM for organizational efficiency, employee satisfaction, and overall operational success, providing valuable insights for healthcare organizations and beyond.

Running head: Human resource management
Human resource management

Human resource management
Executive summary
The report talks about a case study in which one organization does not maintain a
passionate and dedicated HR department and another organization maintains a sustainable HR
department. It explains the policies, strategies, procedures of the human resource management. It
also describes the importance and role of human resource department. It evaluates and analyzes
the key challenges which were faced by the CEO and senior managers in the organization.
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Table of Contents
Executive summary.....................................................................................................................................2
Introduction.................................................................................................................................................4
Importance of human resource management.............................................................................................4
Suggestions and recommendations to develop the HRM............................................................................5
Key features to build and develop a sustainable HR capability...................................................................6
Conclusion...................................................................................................................................................7
References...................................................................................................................................................8
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Introduction
The report talks about a hospital organization which does not consist dedicated and
committed HR department. Therefore all the activities of HR department such as recruitment,
selection, performance appraisal are carried and derived by the CEO and other senior managers
of the organization. In this way, CEO and other managers faced many difficulties and problems
in the organization. In the given case study, the CEO and managers do not be able to perform the
HR task very effectively because they do not have enough knowledge about the HR practices
and strategies.
On the other side, the report presents a brief overview of the similar hospital which
operates the business very effective way. This hospital maintains a sustainable HR department to
carry all the functions of a human resource such as recruitment, selection, performance appraisal
and training and development. The report explains that how the first hospital improves the
operations of the human resource department at the hospital. It also explains that how it develops
and builds sustainable HR capability in the organization. It evaluates the HR practices and
strategies which are used by the every organization.
Importance of human resource management
The terms human resource management may be defined as formal systems which divided
the employees with an organization for the effective management. In such way, human resource
management is a distinct process which includes all the functions and activities of a human
resource such as recruitment, selection, performance appraisal, compensation, training, and
development. It helps to build favorable relations between employers and employees and human
resource management also provides a good working environment to employees for doing work
effectively. In such way, it seems that human resource management plays a crucial role in an
organization (Boselie, 2010).
Human resource management appoints employees for the organization and it provides
training to them. Therefore, the HR department brings potential and competence employees in an
organization. The human resource department maintains discipline and decorum in the
organization. In such way, the HR department helps to increase the productivity of the
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organization and it also improves the efficiency of employees for achieving organizational goals
and objectives (Ehnert, 2009).
Suggestions and recommendations to develop the HRM
In the given case study, many key challenges and difficulties are faced by the first
hospital due to inappropriate HR department. In the given case, HR functions are operated and
managed by the CEO and finance managers of the company. To resolve these challenges, CEO
and finance manager should make plans and procedures for the employees. All these plans,
policies and procedures should be implemented in writing. If the person does not follow these
plans and procedures then action should be taken by the CEO and senior managers. The
organization should make strategies for training and development of employees and it should
also make policies to maintain discipline in the organization. In such way, the company can
maintain a safe and favorable working environment for doing work (Guest, 2011).
In the first case study, CEO and other managers faced many problems related to staff
shortage, absenteeism, and staff grievances and employees turnover. So the company must make
strict rules and policies for the employees. In this way, employee turnover, staff shortage, and
absenteeism can be controlled and managed by the organization. The company should appoint a
person or a committee who can handle the grievances and disputes of employees. The top
management should also monitor the activities of the employees. The company should build a
sustainable human resource management for the employees. CEO and other managers should
provide the training and development to new employees (Storey, 2014). It should also provide
the cross culture training and development to employees.
The organization must make strategies and techniques for motivation. It will encourage
employees for doing work and it will motivate the employees. CEO and managers should
improve the working conditions and managerial skills of people. In this way, the company can
retain the workers for doing work. If the employees are giving excellent performance then the
company should provide rewards and incentives to these employees. It will enhance the morale
of the employees and will provide satisfaction to them. The managers should also promote the
teamwork and team collaboration in the organization. In such way, CEO and senior managers
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can improve and develop the human resource management in the hospital organization and it
also can render good services to the patients (Kompaso & Sridevi, 2010).
Key features to build and develop a sustainable HR capability
Sustainable human resource management is an emerging, dynamic and long term oriented
concept. Sustainability refers to the meeting the requirements and demands of the employees
without compromising the capability of future generation to meet their needs and desires. It also
includes the social, economic and environmental factors of the organization. Sustainable HRM
plays a vital role in an organization to the achievement of goals and objectives (Bocken, Short,
Rana & Evans, 2014). The key strategies to build and develop a sustainable HR capability, they
are discussed as below.
 Information and knowledge based strategy: The Company should develop the
information and knowledge based strategy to build a sustainable HR capability in the
organization. The strategy includes the internet and website related work (Motesharrei,
Rivas & Kalnay, 2014).
 Time-related strategy: It should focus on the time-based strategy and policy to develop
the sustainable human resource management in an organization. This strategy includes
the flexible time, full-time works, part time works and job sharing.
 Direct service approach and strategy: This strategy plays a vital role in the
development of sustainable human resource capabilities in the company. It also includes
the onsite health and beauty location, emergency backup care and onsite child care etc
(Sparrow, Brewster & Chung, 2016).
 Cultural change strategy: It is also an important strategy to build a sustainable HR
capability in the organization. So the managers should provide cross cultural training to
employees to understand the culture of the organization. This strategy also includes the
good working conditions, maternity leaves, part time jobs and good relationship between
HR and employees.
 Recruitment and selection strategy: The strategy plays a significant role in recruitment
and selection process. The company should make an effective strategy for recruitment
and selection (Dudley, 2008).
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Sustainable HR practices also include the training and development, performance
appraisal, compensation and incentive strategy, motivation strategy and financial and non
financial strategy. All these strategies should be implemented by the CEO and senior
managers to build and develop a sustainable human resource management. Now it can be
said that sustainable human resource management plays a significant role in every
organization so every company should maintain an effective human resource department
(Boselie, 2010).
Conclusion
Now it is concluded that each and every organization should maintain the sustainable
human resource management. In the given case study, one organization does not maintain the
dedicated HR department and another organization maintains a sustainable HR department.
Therefore the first organization faced many key challenges and problems. So CEO and other
senior managers need to improve and develop the human resource management. The
organization should develop the strategies and HR practices to build a sustainable human
resource management. In this way, the hospital organization can improve its management and
operations. The report explains the strategies and policies of human resource management.
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References
Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to
develop sustainable business model archetypes. Journal of cleaner production, 65, 42-56.
Boselie, P. (2010). High Performance Work Practices in the Health Care Sector: a Dutch Case
Study. International Journal of Manpower, 31(1), 42-58.
Boselie, P. (2010). Strategic human resource management: A balanced approach. Tata
McGraw-Hill Education.
Dudley, N. (Ed.). (2008). Guidelines for applying protected area management categories. IUCN.
Ehnert, I. (2009). Sustainability and Human Resource Management: Reasoning and Applications
on Corporate Websites. European Journal of International Management, 3(4), 419-438
Guest, D. E. (2011). Human Resource Management and Performance: Still Searching for Some
Answers. Human Resource Management Journal, 21(1), 3-13.
Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving
performance. International journal of business and management, 5(12), 89.
Motesharrei, S., Rivas, J., & Kalnay, E. (2014). Human and nature dynamics (HANDY):
Modeling inequality and use of resources in the collapse or sustainability of
societies. Ecological Economics, 101, 90-102.
Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management.
Routledge.
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Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
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