Health Care Human Resources Management
The new firms setting are characterized by the changing relations regarding the environmental factors and the broader view of the human resources. In regards to the environmental determinants, we find changes in operating in the organizational structures, the economic, social and political factors together with the norms and customs in the communities. Consequently, there is also changes in the human resources like the new recruitments come with diverse creativity, skills, and experiences and in the same mode, the older ones are also developing regarding skills and knowledge, values and attitudes. Therefore, the above dimension reveals the following trends; (Brewster, 2001)
- The constant intervention of the public and the legal complication in the relationship between the employers and the employees.
- The organizations have increased regarding complexity, employment procedures, a distinctive order of owners, managers and workers in the firm.
Indeed the above trends create a unique problem in the decisions of any resource manager who might come with some notable changes to the existing one in the health care as discovered. Therefore, every manager has to come up with skills and maintain a competency in managing human resources which have been identified as the most important department in any organization.
The human resource manager should ensure that the human resource strategy and plans are in line with the organizational ones and also ensure that the other departments accept and are in harmony with the strategy. Therefore, to achieve this manager should;
- Ensure that he or she has consulted all the stakeholders on the nature and the viability of the approach.
- Propagate and develop the supports of the strategies in the organization through a massive consultation process.
- Conduct a checklist to find out whether there is the real commitment of the policies in all the existing levels in the body.
The strategic management process consists of various activities that range from organization’s goals and missions to environmental analysis, the strategic formulation, strategic implementation, and evaluation process. The first step begins with the senior managers beginning with their position in goals and mission of the organization to describe the values and perhaps the aspiration of the society. The environmental analysis is designed to look at the organizational strengths and weaknesses through the SWOT analysis process. Then we have the implementation that is done by the departments like the human resource managers and others in the health care. And lastly is the evaluation process to determine whether the goals were achieved or not and what is there to be improved (Clark, Grant & Heijltjes, 2000).
The governing HR strategies give the organization learning opportunities and the internal upgrading of the employees for their compliance with process based shifting mechanism (Clark, Grant & Heijltjes, 2000). The employee’s engagement would rather be easier to achieve if there were less of the governing strategies in the firm. The fact that the top managers find it easy to engage, motivate and inspire the workers provides a paternalistic mindset that would lead to serious management process such as struggling to achieve a good decision.
The Health Insurance Portability and Accountability Act (HIPAA, 1996), the law exist to bar the employees who regularly change jobs and yet they might not be having the right medical coverage due to the pre-existing conditions in the former working place. Therefore, the HR should always ensure that the people applying for a job vacancy in the organization provide a written document on the medical coverage. The HR should also ensure that they protect the team medical information to prevent any leakage to the society through people who are hired and then obtain the information then moves out to affect the community with the information through perhaps illegal trade (Kamoche, 2004).
Brewster, C. (2001). HRM: The approximate dimension. In J. Storey (ed.), Human resource management: A critical text (pp. 255–71). London: Thompson Learning.
Clark, T., Grant, D. & Heijltjes, M. (2000). Researching comparative and international human resource management. International Studies of Management, 29(4), 6–23.
Kamoche, K. (2004). Strategic human resource management within a resource-capability view of the firm. Journal of Management Studies, 33(2), 213–33.