The role of Human Resource Management (HRM)
Question One:
The human resources are the organizational individuals whose abilities, knowledge, and skills are used in the creation and delivery of organizational products and services. These people are regarded as the greatest resource for the organization (Savage & Fottler, 2010). This is because services and products cannot be created and delivered and an organization cannot be managed without the application of knowledge, skills, and abilities of individuals. In addition, money and technology are important and required in an organization to attain its goals, but they cannot be used without support or assistance from the organizational people. The safety of patients and quality care are among the priorities of medical or healthcare organizations. During this era of healthcare reform, organizations are concerned with how to promptly create appropriate processes for giving quality care and enhancing their ratings of patient safety (Savage & Fottler, 2010). As a department of saving revenues instead of a department of generating revenue, the human resources must show its value through the implementation of initiatives of hiring and retaining workers who will offer the best possible case services that result in patient or customer satisfaction.
There are several vital roles that human resources undertake in the health care field. In various health care systems across the globe, increased focus is being directed on human resources management. Particularly, human resources are among the three main inputs of health systems (Oltra, 2005). The other two main inputs are the consumables and the physical capital. Generally, the human resources hire the appropriate employees in healthcare organizations, carry out diversity and leadership training, educate workers, encourage and develop a patient-centered culture, engage workers in organizational decisions and processes, conduct systemized interviewing such as peer-to-peer interviews, and ensure worker buy-in to the culture and values of the organization (Hernandez & O’Connor, 2010). These roles are aimed at improving the healthcare of patients through the provision of quality medical services.
Question Two:
The roles played by human resources in the healthcare field are important in improving patient safety and the quality of medical care. This section evaluates the roles of the HRM in terms of the degree of support they offer to the healthcare field, and the role that I think is the primary function in advancing the medical field. As stated, the HR plays the roles of the human resources hiring the appropriate employees in healthcare organizations, carrying out diversity and leadership training, educating workers, encouraging and developing a patient-centered culture, engaging workers in organizational decisions and processes, conducting systemized interviewing such as peer-to-peer interviews, and ensuring worker buy-in to the culture and values of the organization (Hernandez & O’Connor, 2010). For this case, only three roles will be evaluated. One of the roles of HRM is to hire the appropriate workers. This means quality staff that is highly skilled and knowledgeable in the health care field. This role has improved the healthcare profession in that qualified medical personnel have helped in providing quality health care services to patients, thus improving life. The health of a person is important as it is a matter of life and death. This role, therefore, has played a significant role the healthcare field.
Another role is that of ensuring that workers buy-in to the culture and values of the organization. This is accomplished through continued training of staff on ethical, legal, and other matters that concern healthcare organizations. Most healthcare organizations have developed a culture aimed at protecting and promoting the needs of their customers or patients. This role has improved the healthcare field. Educating workers is another role that HRM plays in the healthcare profession. This ensures that the skills, knowledge, and abilities of workers are developed. Hence, this enables them to execute their roles effectively (Shi, 2010). The function that I consider to be the primary role of the HRM in advancing the profession is that of educating and training employees as this ensures that they learn the necessary skills and abilities for them to function efficiently and effectively.
Question Three:
In developing organizational strategic plans, the management team of the organization makes sure that each resource’s plans are designed in combination with each other. The reason is because the resources are co-dependent on each other. The co-dependence means that the outcome of whatever is planned with one resource will impact on another resource’s plans. The HR professionals and the management team should comprehend the relation between resources and how to appropriately devise strategic plans for each resource (Sims, 2007). Each organizational resource is equal in significance and is linked to each other. Each resource is driven by its operational plan that, in turn, is motivated by the strategic plan of the organization. The company’s strategic plan, on the other hand, is driven by the vision and mission of the organization.
It is of less significance the resource which the management team starts to design first. The resources could be designed or developed independently. Before a strategic plan is completed, however, it is necessary for the organizational needs to be matched to each other (Oltra, 2005). Effectiveness and efficiency in an organization are attained when there is a link connecting technology, human resource, and finance strategic plans, and the plans are aimed at attaining the organizational mission. The management team and the HR are responsible to the stakeholders of the organization to use and manage the company’s resources in a responsible way. As they identify the degree to which the money, the people, or the technology will be utilized, the effect of each on the other is computed (Sims, 2007). The effect evaluation is entailed in strategic plan development for each resource. The ultimate organizational strategic plan results in an integrative product of outcome.
This implies that the HR should be exceptionally knowledgeable as they aid in attaining the organizational goals, mission, and vision. There are various areas where plans are created for efficiently utilizing the human resource. The strategic plan of the human resources establishes how to attract the appropriate kinds and numbers of people. It also identifies how to develop the abilities, knowledge, and skills of workers, and how to retain the workers in the organization (Armstrong, 2007). Successful companies have the appropriate types and number of human resource to execute the necessary roles in order to achieve the objectives and goals of the organization. Primarily, this entails looking for the appropriate kind and number of individuals in the market. Once these individuals start working for the organization, their skills, abilities, and knowledge need to be up-to-date or current for the technology being used or even the customers they are interacting with (Armstrong, 2007). Money and time is used in frequently developing the knowledge, skills, and abilities of the employees, which is a role of the human resources. Because organizations do not want to lose resources that they have made investment in, they create and implement systems in the organization that are aimed at retaining its resources. The systems may include establishing the right techniques of human resource management in order to motivate employee performance (Sims, 2007).
References
Armstrong, M. (2007). A handbook of human resource management practice. London [u.a.: Kogan Page.
Hernandez, S. R., & O’Connor, S. J. (2010). Strategic human resources management in health services organizations. Clifton Park, NY: Delmar Cengage Learning.
Savage, G. T., & Fottler, M. D. (2010). Strategic Human Resource Management in Health Care. Bradford: Emerald Group Pub.
Sims, R. R. (2007). Human resource management: Contemporary issues, challenges and opportunities. Greenwich, Conn: Information Age Publ.
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