Key determinants of human resource management in hospitals: stakeholders perspective

Over the past decade theoretical and empirical research on the various aspects of human resources (HR) within the healthcare (HC) sector has grown extensively. It is due to the fact that the resources are perceived among the... [ view full abstract ]

Over the past decade theoretical and empirical research on the various aspects of human resources (HR) within the healthcare (HC) sector has grown extensively. It is due to the fact that the resources are perceived among the most strategic once in the sector [World … 2000]. There are two major factors for why HR is pivotal in healthcare. One, is that the quality of HC depends on HR quality (i.e. competences) and quantity (i.e. accessibility) [Eaton 2000;Lyons, Callahan 1996; Tylor 2015]. The second is that there is an increasing lack of effective HRM within HC [Kakuma, Minas et al. 2011]. At the macro-, and micro-level within the HC sector there is a visible tendency to search for effective HR management (HRM) strategies, methods and tools. Countries implement policies which should increase amount and competences of employees’ within healthcare. Providers of HC services (i.e. hospitals) tend to enforce modern HRM solutions adapted from business organizations in order to attract, retain and develop HR. However, these seem not be as effective as they could [Hyde, Sparrow et al. 2013]. Because of this, authors approached a researched reality from contextual paradigm point of view, assuming that HRM solutions to be effective should match the reality of HC providers [Pocztowski 2008]. The aim of the research was to detect determinants which might influence management of medical personnel in hospitals. Identification of these could allow the providers to elaborate HRM strategy adjusted to their external circumstances. From the literature review it was concluded that, there is a visible lack of theoretically and empirically rigorous research in the HC sector. This finding was revealed from a meta-analysis performed (via i.e. EBSCO, PROQUEST,ELSEVIER, Emerald, PubMed) in order to detect the most commonly researched and analyzed factors influencing management of hospitals.  Factors identified created a list used during semi-structured interviews with hospitals’ stakeholders and experts in the field of healthcare management. We asked the respondents to appraise the factors with the usage of numerical scale considering their influence on medical personnel management in hospitals(physicians, nurses and others). In total, there were 28 interviews completed, lasting from 60-90 min. Respondents were also asked open-ended questions. The group of respondents has been chosen based on the assumption that identification of the key stakeholders needs can help hospitals create HRM strategy which allows them to compete for financial resources [Eisenhardt 1988;Eisenhardt 1989; Marstein 2003] necessary to attract, retain and develop medical personnel. Among the respondent there were: Deputy Minister of Health, Chairman of the Polish Chamber of Physicians and Dentists, Chairman of the Polish Supreme Chamber of Nurses and Midwives and Chairman of National Health Fund. The general conclusion is that hospitals should reorient their HRM practices in such the way that not only quantitative, but also qualitative aspect of performance would be properly handled. This paper draws from HRM theory (contextual approach),stakeholder theory and healthcare management theory, adding new insight to each in the context of the HC sector.