HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
Motivational Strategies in Creating a Productive
Healthcare Team
According to Napoleon Bonaparte, "The art of
choosing men is not nearly so difficult as the art of
enabling those chosen to attain their full worth." The
same thing goes for creating a productive team.
Hiring the right people alone is not enough, HR
Managers in Health must keep healthcare employees
motivated in achieving both personal and
organizational goals.
1. Knowing and understanding members of the
team
Motivation in the work context operates at an
individual level and is determined by the employee’s
goals, self-concept, and expectations (Franco et al.,
2002). Existing literature on motivation frequently
described different types of motivation as either
extrinsic (motivation arises from outside of an
individual and often involves grading systems,
employee evaluations, awards and accolades, and
the respect and admiration of others.) or intrinsic
(motivation arises from inside an individual and may
include our core values, our interests, and our
personal sense of morality).
A study conducted in 2016 has concluded that
monetary incentives negatively affect intrinsically
motivated individuals (Berdud et al., 2016) while
another study in 2014 asserted that focusing
resources in supporting intrinsically motivated
individuals will yield more efficient results compared
to monetary incentives/rewards (Gaiak, 2014). Since
these determinants and sources of motivation are
unique to every person, knowing and understanding
members of the team is crucial in implementing any
motivation strategies.
2. Strict observance of workplace equality
Everyone wants equal and just treatment and we
must make an effort to understand our team
member's perception of honesty and take appropriate
steps to reduce workplace inequalities. This strategy
is derived from J. Stacey Adams' Theory of Equity
which is based on the simple premise that people in
any organization want to be treated fairly. We must
remember that equality in the workplace is subjective
as it is based on a team member's perception of
equality of team members according to the way they
are treated and according to the reward they believe
they deserve. Any deviation from this perception has
the potential to change the motivation level of team
members to work on the team's goals. According to
Adam's Equity Theory, if a team member finds out
that there is an inequality, he is most likely to put less
effort at work, demand for an increase in
compensation, or demand a reduction of workload in
an effort to equalize the disparity which negatively
affects the dynamic of the team. On this strategy, we
should also take into account the limitation of the
theory which is the fact that team members have the
inclination to overestimate their contribution or the
rewards they believe they deserve which has the
tendency to create unrealistic measures for
workplace equality (Glišović, 2019).
3. Providing Positive Reinforcement
Providing positive reinforcement is a simple yet very
powerful motivation strategy as this encourages the
repetition of the desired outcome making the
realization of the organizational goals most likely.
This strategy is supported by the Theory of
Reinforcement developed by B.F. Skinner and is
based on the fact the team members can be
motivated by the rewards for the results achieved.
One of the most important effects of this strategy is
its potential to adopt an individual’s behavior in order
to meet goals. This behavioral adaptation allows for
the removal of obstacles to achieving the goal, careful
planning, and organizing, feedback control, and
constant communication.
4. Setting Clear Goals
Team members will have higher motivation when
specific goals are set as it provides them with a clear
direction and expectations from them are clear. This
also allows managers to measure the team members’
progress towards the goal and provide feedback on it
or make recommendations for adjustments if the
progress is not up to set expectations.
5. Provide opportunities for learning, creativity,
and innovation
While personal and organizational goals provide
direction for the team, they must not limit team
member’s options on how they are going to achieve
the set goals. These opportunities will be a way to
motivate the team members to achieve more in such
a way that they will commit themselves to
continuously improve their skills which ultimately
leads to the realization of organizational goals and
improved productivity.
References:
1. Berdud, M., Cabasés, J., & Nieto, J. (2016).
Incentives and intrinsic motivation in
healthcare. Gaceta Sanitaria, 30(6).
10.1016/j.gaceta.2016.04.013
2. Franco, L. M., Bennett, S., & Kanfer, R.
(2002, April). Health sector reform and public
sector health worker motivation: a conceptual
framework. Social Science & Medicine,
54(8), 1255-1266. 10.1016/s0277-
9536(01)00094-6.
3. Gaiak, L. (2014). Motivational Capital and
Incentives in Health Care Organizations.
Departamento de Economía Ekonomia
Saila.
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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing

The necessity of strategies in the recruitment, RETENTION

selection, development, and retention of quality
health care professionals
After determining the organization’s key personnel
and skills needed for the attainment of its goals and
objectives through Strategic Planning, a strategy that
will guide the recruitment, selection, development
and retention of quality healthcare professionals can
be formulated. It is vital that these strategies are
carefully observed and its effectiveness continually
assessed and adjusted accordingly to ensure that it
brings out results that are in line with the
organization’s goals and objectives.
RECRUITMENT & SELECTION
A well-crafted strategy for recruitment and selection
will ensure that the position that the organization for
is really needed and would bring value to the
organization. Recruitment strategies will ensure that
the critical skills required for the job and the
requirements of the person for the job are clearly
identified and appropriate channels to attract
candidates are identified and utilized. Once the
desired candidates are attracted towards the job
opening, selection strategies will ensure that HR
Managers will be able to select the best candidate
that fits both the job and the organization’s culture as
well as its values or philosophy. One of the most
important reasons for a well-crafted recruitment
recruitment and selection strategy is the role that
recruitment and selection plays towards retention of
employees. Afterall, an important measure of the
effectiveness of recruitment and selection is the
extent to which the organization is able to attract
committed and high-performing employees who
remain with the organization over a specified period
(Fried & Fottler, 2015).
Retention strategies are crucial to the attainment of
the organizational goals and objectives as it will
ensure that the right person remains at the job. If an
organization has a high employee turnover rate, there
is an increased likelihood of nurses taking on
additional workloads from those who left or while the
replacement is still being trained. This in turn,
negatively affects the quality of care. This situation
also can contribute to individual moral distress and
burnout, emergency department diversions,
increased patient wait times, threatened patient
safety, and unfavorable patient outcomes (Blegen et
al., 2011).
References:
Blegen, M. A., Goode, C. J., Spetz, J., Vaughn, T., &
Park, S. H. (2011). Nurse Staffing Effects on Patient
Outcomes. Medical Care, 49(4), 406–414.
https://doi.org/10.1097/mlr.0b013e318202e129
Fried, B., & Fottler, M. D. (2015). Human resources
in healthcare : managing for success (4th ed., pp.
181–183). Health Administration Press ; Arlington,
Virginia.
Jr, F., & Mcconnell, C. R. (2007). Human resource
management in health care : principles and
practice (pp. 187–189). Jones And Bartlett
Publishers.

DEVELOPMENT
Nursing is a dynamic profession that is subject to
constant changes and this necessitates that
development strategies be in place to ensure that
nurses provide the best possible individualized care
based on the most recent research findings.
Development strategies will provide nurses the
opportunities to learn and grow which is one of the
strongest motivating factors along with the
opportunity to do interesting and challenging work (Jr
& Mcconnell, 2007, pp. 187–189).
Development strategies require a substantial
investment from the organization. While this
investment is primarily focused on the employees
allowing nurses to meet their obligation to society to
provide care that is constantly reviewed, researched
and validated (ICN, 2012), it provides the
organization a competitive advantage over its
competitors. Highly motivated nurses with up to date
knowledge and skills will increase the quality of care
rendered to clients in the organization which
increases the likelihood of the public using its
services thereby increasing its profitability.

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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
HRM: Philosophy behind its evolution &
Leadership Styles
Over the years, Human Resource Management has
evolved from a family-level where the head of
households would manage all resources at their
disposal including the family members who they train
to take on different roles and responsibilities to meet
the goals of the household to a more sophisticated
and complex process that organizations today
implement to realized their goals.
According to Armstrong (2006), Human Resource
Management is a strategic and coherent approach to
the management of an organization’s most valued
assets – the people working there who individually
and collectively contribute to the achievement of its
objectives. Spending 32.97% of their time in the unit
at client’s rooms (Westbrook et al., 2011), and
accounting for the biggest portion of care time
compared with other members of the healthcare team
(Butler et al., 2018), nurses serve as one of the vital
core elements of any healthcare organization.
HUMAN RESOURCE MANAGEMENT
PHILOSOPHY
The philosophy behind the evolution of Human
Resource Management plays a vital role in
safeguarding the welfare of the Nursing Staff as an
important core element of an organization. While
different organizations develop and implement
Human Resource Management Practices specific to
their organization (Farndale & Sanders, 2016), these
HRM Processes always has an underlying
philosophy.
1. Ownership
The philosophy of ownership states that Human
Resource Management is and has to be owned and
driven by the top management in the interest of the
key stakeholders. While it may look like a one-sided
approach favoring only the top management of an
organization, this ensures there is accountability in an
organization. This requires that the key stakeholders
set goals, make plans and decisions to effectively
manage all resources including all members of the
organization to individually and collectively contribute
to the realization of the organizational goals.
Healthcare organizations are complex in nature.
Nurses have to perform their independent functions
while also working hand-in-hand with the other
members of the healthcare team. Having the HR
Management owned by the major stakeholders and
decision-makers will allow for a clear direction for
nurses to follow and ensure that their work aligns with
expected outcomes. This will also allow the
management to see determine where are the
members of the organization in their strategic plan.
2. Complementing Organizational and Human
Resource Strategies
Organizational Strategies are designed to guide the
organization towards the realization of its goals while
Human Resource Management stirs the members of
the organization to effectively work towards those
goals. It is important that these two complements
each other, otherwise conflict may arise.
If a healthcare organization aims to be the best
healthcare facility in the area, its organizational
strategies are designed to realize this goal. It may
involve the acquisition of new equipment and building
facilities. HR Management strategies must
complement these organizational strategies by hiring
and retaining competent nursing staff, supporting
their professional development, and putting in
measures that will increase the quality of care in the
organization.
3. Considering Employees as assets rather than
liabilities
A healthcare organization is a dynamic workplace
that constantly changes along with time. Healthcare
needs changes and technological and medical
advances cope or try to be at the forefront of these
changes. This requires nurses to be on top of these
changes to ensure the quality of care. By considering
nurses as the organization’s assets, it opens
opportunities to support the career growth and
development of nurses. They can function based on
the latest research findings. It improves the
competencies of nurses and a proper skills mix is
achieved which ultimately promotes an increase in
the quality of care. By having highly competent
nurses, the risk for liabilities of the organization
decreases.
LEADERSHIP STYLES IN CREATING A
PRODUCTIVE WORK TEAM
Existing literature suggests that the most common
leadership styles are Transactional, Charismatic,
Transformational, and Servant Leadership. While
these are commonly used, it is important to note that
no single leadership style is effective for every
situation thus leadership effectiveness does not
solely rely on a single leadership style but on one’s
ability to effectively identify the type of leadership
style to use in a situation.
Transactional Leadership
This leadership style utilizes the relationship between
the leader of a work team and its members. Since this
style primarily relies on exchange relationships, the
leader must know the members of the team
especially their interests and values in order to be
able to appeal to their own self-interest to meet the
team’s goals.
This style of leadership requires the leader to set
clear objectives and expectations for the team and
provide an explanation to the team members on what
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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
they will get upon meeting the set objectives and
expectations. Leaders are also required to actively
monitor both the individual and collective progress
and to take necessary corrective actions if needed.
While it has been proven to be effective and making
effective decisions aimed at increasing productivity,
leaders must also be careful not to overuse this
leadership style as over-emphasis on the attainment
of the team’s goals has the tendency to overlook
opportunities to hear inputs from the team members,
leading to the creation of an environment permeated
by position, power, perks, and politics.
Charismatic Leadership
This leadership style helps create a productive work
team by inspiring team members to make the goals
of the team the center of their work. In a nursing team,
the leader can appeal to the team member’s core
values to get their active cooperation and
participation. It can also be used as a highly effective
motivational tool (Meslec et al., 2020). It is important
to note however that the effectiveness of this
leadership style relies on the connection between the
leader and the team member. It is important that the
followers accept their leader and this acceptance is
accomplished through communicating values and a
mission that is relevant for the followers (Antonakis et
al., 2011; Antonakis et al., 2016).
Transformational Leadership
According to Doody & Doody (2013),
Transformational Leadership is the most favored and
desired leadership style within nursing and other
disciplines primarily presumably due to their
emphasis on relationships as the foundation for
effecting positive change or outcomes (Hibberd &
Donna Lynn Smith, 2006)
With both the leader and team members sharing a
common belief and goals there is a high possibility
that the team will work together and exceed the
expected outcomes. Effective transformational
leadership is linked to reduced adverse patient
events, enhanced patient satisfaction (Wong et al.,
2013), and guaranteed higher quality of nursing care
(Kiwanuka et al., 2020).
Servant Leadership
In servant leadership, the primary goal of the leader
is to serve the team members not by doing the team
member’s jobs for them but by ensuring that the team
members are growing in all areas — their profession,
knowledge, autonomy, and even their health and
physical development.
By taking good care of the team members, they will
be constantly motivated and will be equipped with the
knowledge and skills and the physical, psychological,
and emotional strength to perform their duties and
responsibilities thereby increasing productivity,
quality of care, and total workplace culture. To put it
simply, a team that is well-taken care of will have the
reason and the ability to take good care of the
organization.
References:
• Antonakis, J., Bastardoz, N., Jacquart, P., &
Shamir, B. (2016). Charisma: An Ill-Defined
and Ill-Measured Gift. Annual Review of
Organizational Psychology and
Organizational Behavior, 3(1), 293–
319. https://doi.org/10.1146/annurev-
orgpsych-041015-062305
• Antonakis, J., Fenley, M., & Liechti, S.
(2011). Can Charisma Be Taught? Tests of
Two Interventions. Academy of Management
Learning & Education, 10(3), 374–
396. https://doi.org/10.5465/amle.2010.0012
• Armstrong, M. (2006). A handbook of human
resource management practice (10th ed.).
Kogan Page. (Original work published 1977)
• Butler, R., Monsalve, M., Thomas, G. W.,
Herman, T., Segre, A. M., Polgreen, P. M., &
Suneja, M. (2018). Estimating Time
Physicians and Other Health Care Workers
Spend with Patients in an Intensive Care Unit
Using a Sensor Network. The American
Journal of Medicine, 131(8), 972.e9–
972.e15. https://doi.org/10.1016/j.amjmed.2
018.03.015
• Farndale, E., & Sanders, K. (2016).
Conceptualizing HRM system strength
through a cross-cultural lens. The
International Journal of Human Resource
Management, 28(1), 132–
148. https://doi.org/10.1080/09585192.2016.
1239124
• Hibberd, J. M., & Donna Lynn Smith. (2006).
Nursing leadership and management in
Canada (3rd ed., pp. 369–394). Elsevier
Mosby.
• Kiwanuka, F., Nanyonga, R. C., Sak‐
Dankosky, N., Muwanguzi, P. A., & Kvist, T.
(2020). Nursing leadership styles and their
impact on intensive care unit quality
measures: An integrative review. Journal of
Nursing Management,
29(2). https://doi.org/10.1111/jonm.13151
• Meslec, N., Curseu, P. L., Fodor, O. C., &
Kenda, R. (2020). Effects of charismatic
leadership and rewards on individual
performance. The Leadership Quarterly,
101423. https://doi.org/10.1016/j.leaqua.202
0.101423
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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
HRM in Health Course Integration
Existing literature presents different definitions of
Human Resource Management from different
authors, management thinkers and various
institutions. However, all these definitions boil down
to the same theme which is “Human Resource
Management (HRM) is a systematic way of managing
people working in an organization and resources to
meet both the employees and the organization’s
goals.” Literature also asserts the presence of
confusion between the terms “Human Resource
Management” and “Personnel Management”. Some
claims that the two are entirely different things while
some says its just the same; some also claims that
Human Resource Management is the modern version
of Personnel Management.
In this paper I will try to comprehensive discuss
Human Resource Management and Personnel
Management, its similarities and differences as well
as its views on the organization itself, the people
working for it and different management strategies.
Personnel Management & Human Resource
Management Historical Background
Back in the early days, head of households assigns
tasks to every member based on what they are good
and while the term does not exist yet by that time, it
is believed to be the origin of talent management
which simply means “putting the right people in the
right roles.” This has proven to be very effective as it
helped people to sustain the needs of their
households. The same practice also aids in
household production wherein households create
products they can sell or exchange with other
products from different households (Cottage
Industry).
The Industrial Revolution (1800s) caused a massive
shift from household production to large-scale
production in factories. The shift required a large
workforce which are mostly composed of people who
has no prior experience working for someone else.
For this reason, industrialist believed that the
workforce needs strict supervision to function well
and meet the production goals. To do this,
industrialists appointed supervisors who has an
unquestioned authority to hire, to fire, to discipline, to
assign work, and to motivate workers. Motivation
techniques usually comes in the form of cajoling or
threats of getting fired and replaced.
In the early 1900s, the increasing production
demands has significantly increased workforce size
necessitating the need for a dedicated department in
an organization to manage employees. It is believed
to have paved for the creation of Personnel
Management which are primarily responsible and
handling administrative tasks related to employees
such as hiring, firing, and handling compensation of
employees.
Literature asserts that ideas and practices on
managing employees evolved with time. From early
idea of absolute superiority and divine rights of
masters over their conscripts to the management of
employees in a hierarchical authoritarian way during
the Industrial Revolution which is deeply rooted on a
set of assumptions that owners have particular
qualities that gave them their place in society which
workers do not have therefore they needed to be
strictly managed. Late on the idea of Taylorism came
which viewed workers are viewed as motivated by
money and are willing to work to get it but they want
to do it in the most efficient way. This led to breaking
down complex jobs to smaller repetitive jobs that can
be done by any unskilled worker and the one who
determines how to breakdown a job and who and
what to work on is the manager. Most recent idea is
the Psychology and Human Relations wherein
humans are viewed to have different psychological
needs, skills and abilities and it is important to have
engaging human relations at the workplace (Budd,
2016).
These evolution of ideas and practices in managing
the people working in an organization ultimately
paved the way for what we now know as Human
Resource Management where people are now
viewed as one of the most important assets an
organization has and must be developed and
empowered. It also provided for the creation of new
roles for HR Managers. The days of simply
maintaining personnel files and advising on hiring,
firing, and compensation or long gone for HR
professionals. Today, they fulfill a variety of roles that
require knowledge and competencies in areas that
were foreign to them in the past (Salvatore et al.,
2005).
Personnel Management & Human Resource
Management Differentiation
The stark contrast between Personnel Management
and Human Resource Management is the how the
people working in an organization is viewed and
managed. The most notable definition of Human
Resource Management is by Edwin Flippo when he
stated that Human Resource Management is
“…is the planning, organizing, compensation,
integration, and maintenance of people for the
purpose of contributing to organizational,
individual and societal goals.”
Working on this definition, we can identify key words
which address the key concepts are vital to the
success of an organization. The key words are as
follows:
1. Planning – planning focuses on finding the
right people at the right time for the right
position. In Personnel Management this is a
one-way process that includes the
determination of the need for an employee,
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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
searching for and hiring the employee and
determining how to compensate them for
their work. Personnel Management focuses
more on the administrative tasks of
managing employees while in Human
Resource Management, the focus extends to
planning ways to further develop the
employees, how to keep them motivated and
retaining them in order to gain competitive
advantage. Most importantly, it plans for the
professional journey of the employees within
the organization. This is further evidenced by
the Chartered Institute of Personnel and
Development’s identification of the “10
Professional Areas” that HR Professionals
can specialized in.
2. Organizing – this focuses on managing the
resources of the organization and it is also
one of the dimensions that differentiated
Personnel Management with Human
Resource Management. Personnel
Management focuses on people as a
resource like any other in the organization
that needs to be carefully and cost-effectively
controlled whereas Human Resource
Management focuses on people as the most
important resource the organization has and
being as such other resources must be
invested toward empowering and developing
them.
3. Compensation – salary administration is
one of the prominent functions of Personnel
Management. The differentiation on this font
is that while salary/compensation
administration are often performed
effectively, it has very relationship between
various activities or with the overall
organizational goals (Kipkemboi, 2015)
unlike with the Human Resource
Management, where compensation and
benefits are closely linked with the
organizational goals.
4. Integration – In Personnel Management, not
a lot attention was given on the integration of
workers into the workplace and the
interpersonal relationships of the workforce.
Personnel Management is primarily concern
is that there must should be someone who
will do the job. As HR ideas and practices
evolved Human Resource Management has
put a greater attention on finding ways to
effectively integrate workers into the
organization’s culture and philosophies.
Nowadays, this is very evident as HR
Managers considers a prospect worker’s fit
with the organization’s culture and once hired
orientation and trainings are designed to
engrained the organization’s culture and
philosophy into the workers.
5. Maintenance – In personnel management,
training and retaining workers was given the
same level of attention and resources
compared with the Human Resource
Management. Since Human Resource
Management is tied and owned by the major
stakeholder of an organization HR plans
strategically complement organizational
goals and to realize those goals, resources
are allotted to develop workers and provide
them with opportunities for upward mobility
essentially encouraging workers to stay with
the organizations effectively reducing cost of
hiring and training new people.
One way to better differentiate Personnel
Management with Human Resources is by looking at
their focus, philosophy, pervasiveness, and
management techniques each employ.
Focus
Personnel Management focus is on how to meet the
organizational goals. Decisions concerning workers
are made to respond to these goals without much
consideration on the workers. In Human Resource
Management, the focus is on finding and developing
workers that fits the organization’s culture and
objectives. Investment is made to equip the workers
to realize both individual and organizational goals.
Philosophy
Personnel Management is concerned on the
functional area of managing workers. Workers are
often viewed as mere cogs in the machine without
much consideration while a lot of people argue that
Human Resource Management humanizes how
workers are managed. Human Resource
Management, recognizes the workers individuality
and their different sets of abilities and skills and
consider those on motivating them to work toward a
collective goal.
Pervasiveness
In Personnel Management, the Personnel Managers,
Line Managers/Supervisors are the ones responsible
for carrying out the functions of personnel
management while in Human Resource
Management, it is related to all those who manages
people in the entire organization from top to the
bottom.
Management Techniques
Traditionally, Personnel Management often use
coercive techniques to motivate people to work while
Human Resource Management has tapped into
workers individual psychological needs, skills and
abilities to design strategies to motivate workers
through reward system, challenging job and career
development opportunities.
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 HUMAN RESOURCE MANAGEMENT IN HEALTH
Master of Arts in Nursing
The Core Elements of Human Resource
Management
The core elements of Human Resource Management
are the Organization, the People working within the
Organization and the Management of the people.
Every organization is unique and has its own
philosophies, culture and goals. The organizational
goal is the reason for its entire existence and to
realize those goals, manpower is needed. People has
to work towards those goals. However, it is not as
simple as getting people and putting them to work. It
is vital that the organization’s need for manpower is
carefully evaluated to determine the number of
people it need, their qualities and qualifications that
will contribute to the realization of those goals. It is
also important to note that organizations has both
short and long term goals. In order to meet those
long-term goals, ways to retain workers must be
identified and implemented. This is where the
element of management comes in. The organization
has already set the destination it wants to pursue and
the management element will guide the way for the
people working for the organization towards that
destination. A failure on any of these elements will
result in the failure of any organization thus it is vital
that every element works in perfect unison.
Future Organizational Management Challenges in
the Human Resource Field within the Healthcare
Industry
As with all other industries, the Healthcare Industry is
very dynamic and is subject to change based
primarily on healthcare needs and technological
advancement in medicine. What sets it apart with
other industries is that it is harder to identify the exact
direction of change, its extent and the type of change.
Workforce Shortage & Economic Trend
The pandemic has negatively affected the economy
of all countries around the globe and exposed the
healthcare industry to high level of stress. According
to the World Health Organization (WHO) between
80,000 and 180,000 health and care workers around
the world may have died from COVID-19 between
January 2020 and May 2021 alone. In the Philippines,
the economic effects of the pandemic combined with
high work demands and inadequate protection and
compensation has forced health workers to shift to
other industries which offers higher compensation
and less risks or to seek employment on other
countries. If this pattern continued, the country’s
healthcare system is expected to face workforce
shortage and with large numbers of highly
experienced workers leaving, the education system
for healthcare workers like nurses may also be
negatively affected.
It is imperative that HR Managers in healthcare to act
immediately in finding effective ways to attract and
retain the best and brightest individuals in the
healthcare industry. With other countries offering
better compensation, career growth opportunities,
traditional forms of compensation may not be enough
to keep healthcare workers from leaving. HR
Managers together with major stakeholders of
organizations must find other intangible benefits to
maintain and sustain the needed workforce for the
healthcare industry.
Conclusion
People are at the heart of any healthcare
organization, whether that organization is
government- or privately run, or in the city center or a
small health facility in the rural areas. There is a
perception that the best health facilities are the ones
with high-tech equipment and facilities or those
offering large number of health services. Oftentimes,
the attention is primarily focused on these and
patients and little attention is placed on the welfare of
the healthcare workers.
We must always take note that it is the healthcare
workers who are behind the technology, treatment
protocols, and services of the organization who will
ensure the quality of care and how the healthcare
organizations manage and invest on them will impact
the quality of care and services being provided on
that organization.
As the healthcare industry is subject to rapid change
and predicting these changes are very difficult. HR
Managers and stakeholders in organization must take
active steps to identify and understand current trends
on the healthcare industry and human resource
management to come up with strategic plans that will
ensure that the organization has adequate manpower
to meet the everchanging health care needs of the
people.
References:
1. Armstrong, M. (2006). A handbook of human
resource management practice (10th ed.).
Kogan Page. (Original work published 1977)
2. Budd, J. W. (2016). Evolution of HRM
[YouTube Video]. In Carlson School of
Management.
https://www.youtube.com/watch?v=Kxc8Kce
Ob14
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