impact of qulaity human resource in health care providing industries organization ppt

IMPACT OF QULAITY HUMAN RESOURCE IN HELATH-CARE

PROVDING INDUSTRIES /

ORGANIZATIONS

Author Information:Name: Muhammad Asif Khan

Education: Master in Administrative Sciences (MAS)

Institution: Department of Public Administration,

University of Karachi

Purpose of the Study:The basic purpose of the research

study is to analyze and investigate, how and up to what extent, these two variables, human resource and new technology, are affecting the overall performance of these organizations and to find out that which one is the least or most contributor in the overall performance of the health-care providing industries / organizations.

Statement of Problem:

The performance of health-care providing organizations are depend upon technological innovations in the field of Medical / Health Sciences rather than human resource (employees) capabilities.

Significance of Study:

This research study aims to provide a clear understanding regarding the human input (employees) and the physical input (new technology), their importance and the impact on health-care providing organizations' performance.

Objectives: To evaluate and analyze the impact of

quality human resource on health-care providing organizations.

The ultimate objective is to enhance the credibility, performance and efficiency of the health-care providing organizations / industries.

Another objective is to identify the ways to maximize the human contributions in the overall performance of the health-care providing organizations.

Hypotheses:Hypothesis: H○

The capability of human resource (employees) has a direct impact on the services rendered / provided by the health-care providing industries / organizations.

Alternate Hypothesis: The capability of the human resource (employees) has minimal or no impact on the services rendered / provided by the health-care providing industries / organizations as compare to the new technology or innovations related to the health / medical sciences.

Abstract: The purpose of this research study

is to gain a deeper understanding of the impact of human resources (employees) on health sector reform, the importance of HRM in all aspects of health-care organizations, the positive impact of increased job autonomy on employee outcomes, and the dynamics of employee engagement in health-care.

Abstract: The literature on the link between HR

system perceptions and civility towards patients, specific roles for HRM in building shared values that can serve both the care needs of patients and the business needs of health organizations, the complex linkages between employees' perceptions of human resources systems and hospital performance, and the mechanisms through which HRM can enhance patient satisfaction in health-care organizations is relevant to this discussion.

Back Ground of Study: One of the main goals of Human Resource

Management (HRM) is to increase the performance of organizations. However, few studies have explicitly addressed the multidimensional character of performance and linked HR practices to various outcome dimensions. This study therefore adds to the literature by relating HR practices to three outcome dimensions: Financial Outcomes, Organizational Outcomes, and Human Resource (Employees) Outcomes.

Back Ground of Study: This research also addresses the

health care system from a country's perspective including the health-care providing organizations owned & run by the state, privately owned and operate under the NGO's, the importance of human resources management (HRM) in improving overall patient health outcomes and delivery of health care services.

Methodology Applied: The descriptive methodology has been applied

to analyze the data and the data for this research study has been collected & explored through secondary sources, which includes following:

Literature ReviewExtraction of relevant material from the Books

related to the health care servicesPast Research Analysis related to the same

topicInformation gathered from medical science

journals.

Introduction: Human Resources Management

(HRM) is a vital management task in the field of health-care and other services sectors, where the customer facing challenges because of staff’s performance who have the experience and the quality of performance and that human resource management plays an active and vital role in the success of the health-care providing organizations.

Introduction: Human resource management is

concerned with the development of both individuals and the organization in which they operate.

HRM, then, is engaged not only in securing and developing the talents of individual workers, but also in implementing programs that enhance communication and cooperation between those individual workers in order to nurture organizational development.

Introduction: The primary responsibilities associated

with human resource management include: job analysis and staffing, organization and utilization of work

force, measurement and appraisal of work force performance,

implementation of reward systems for employees,

professional development of workers, and maintenance of work force.

Introduction: The maintenance of workforce

includes not only the training of the employees to perform their current job effectively but also develop them for tomorrow to take the responsibility according to the new situation that mostly arises due to the introduction of new technology in the health-care related services.

Human Resource Management Definitions: Human resource management (HRM)

is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws (Ulrich, 1996; O'Brien, 2009; Patrick, 2011).

HRM Definition:Naturally, the definition of human resource

management would be incomplete without further explaining what the terms of ‘human resources’ and ‘management’.

First and foremost, people in work organizations, endowed with a range of abilities, talents and attitudes, influence productivity, quality and profitability.

People set overall strategies and goals, design work systems, produce goods and services, monitor quality, allocate financial resources, and market the products and services.

HRM Definition:Individuals, therefore, become ‘human

resources’ by virtue of the roles they assume in the work organization.

Employment roles are defined and described in a manner designed to maximize particular employees’ contributions to achieving organizational objectives, these objectives mostly includes the increase of profitability, to enhance quality of work, to increase productivity and provide value to the customer and satisfied their needs.

HRM Definition:A common definition of HRM remains an enigma and, in many respects, what HRM is purported to represent has not moved beyond some key principles laid down in the 1980s.Bratton and Gold (1999:11) interpreted the HRM as: “That part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives.”

Human Resource Management Functions:Managerial

Functions

PlanningStaffingDirectingControlling

Operative FunctionsProcurementDevelopmentCompensationMaintenance

and MotivationIntegrationIndustrial

Relations

Defining Human Resources in Health-Care: Human resources, when pertaining

to health care, can be defined as the different kinds of clinical and non-clinical staff responsible for public and individual health intervention.

As arguably the most important of the health system inputs, the performance and the benefits the system can deliver depend largely upon the knowledge, skills and motivation of those individuals responsible for delivering health services.

Key Issues Pertaining to Human Resources in Health-Care: When examining health care systems,

many general human resources issues and as well as questions have been arisen. Some of the issues include:The size, composition and distribution of

the health care workforce, The workforce training issues, The migration of health workers, andThe level of economic development in a

particular country and socio-demographic, geographical and cultural factors.

How Does Human Resource Management Affect the Success of Health Care Organizations? Proactive HR management is critical to a

health care enterprise's success Employment Actions Compensation and Benefits Development and Training Succession Planning Knowledge and Training of HR Managers Ethics Employee Morale Unions / Employees Associations

What is performance? Just what is performance anyway? By

clearly understanding this, your life as a manager will be so much easier. “Performance is simply the production of valid results.”

There may be many other answers to this question, but it all boils down to: “can the employee produce the results expected of them?”

It can recognize this via certain key performance indicators.

Organizational Performance: Organizations try to manage the

performance of each employee, team and process and even of the organization itself. We're used to thinking of ongoing performance management for employees, for example: setting goals, monitoring an employee's achievement of

those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or

firing the employee.

Organizational Performance: However, performance management applies

to teams and organizations, as well:

Organizational performance involves the recurring activities:

To establish organizational goals, Monitor progress toward the goals, and Make adjustments to achieve those goals

more effectively and efficiently.

Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others.

HRM and Organizational Performance: One of the main goals of Human Resource Management

(HRM) is to increase the performance of organizations. Pfeffer emphasized the importance of gaining

competitive advantage through employees and noted the importance of several Human Resource (HR) practices necessary to obtain this advantage.

Huselid stressed the use of an integrated and coherent ‘bundle’ of mutually reinforcing HR practices over separate ones.

Notwithstanding the substantial volume of research on the link between HRM and performance, the exact nature of this relationship within the health care sector remains unclear.

This can be considered problematic, as studying HRM in the health care sector and its effect on performance has both practical and academic relevance.

HRM and Organizational Performance:

However, performance is not a concept that can be easily defined and conceptualized. According to Guest, it is better to use the concept of ‘outcomes’ instead of performance. One can then distinguish three different outcomes:

• Financial outcomes (profits, net margin, market share),

• Organizational outcomes (productivity, quality, efficiency, client satisfaction) and

• HR outcomes (employees’ attitudes and behavior).

HRM and Outcomes: An important theoretical issue that has

dominated the field in the last decade concerns the precise nature of the mechanism linking HRM and performance outcomes.

This issue is called the ‘black box’, i.e., the mediating link between HRM and performance.

In recent years, many suggestions have been made regarding the nature of this ‘black box’, but most scholars emphasize the perceptions and experiences of employees as the main linking mechanism.

HR practices forge a psychological contract between employer and employee that in turn affects these perceptions and experiences.

HRM and Outcomes: In the last two decades, several studies

on HRM and performance have been conducted in the health care sector. In their review of health care studies, Harris et al concluded that HR practices are often related to patient oriented performance outcomes. They also noted the importance of conducting additional research on the ‘black box’ issue.

Its contribution concerns two elements discussed in the literature.

HRM and Outcomes: First, we apply a multidimensional performance

perspective, and we will therefore consider three outcome dimensions: financial, organizational and HR. This is innovative because although many health care studies have analyzed care - an organizational outcome - and HR outcomes, financial indicators have received much less attention.

The second contribution concerns the ‘black box’ issue. Many studies use employee attitudes as an outcome variable. However, an important interpretation of the ‘black box’ implies that employee attitudes will mediate the link between HRM and performance. Using job satisfaction as indicator of employee attitudes.

HRM and Outcomes: Financial outcome:

The net margin is defined as the ratio of a firm’s net profits to its total revenues. It indicates what share of income earned is translated into profit. It is stated as a percentage: Net Margin = Net Profit / Total Revenues * 100

Organizational outcome:The organizational outcome is measured by focusing on client satisfaction. Clients can be asked about their satisfaction with the treatment they received.

HRM and Outcomes:HR outcome:

The HR outcome measure considered is absence due to sickness. Absence due to sickness can be considered a key HR outcome as the decision of employees to be absent affects the available human resources and is a critical success factor for the continuation of work processes within the organization.

For example, absenteeism due to sickness is calculated in percentages, using a standard formula developed by Vernet. In brief: for every employee, each day he/she calls in sick is multiplied by the part-time factor and disability factor pertaining to that day. These days are then summed and divided by the total number of working days. Maternity leave is excluded. This is calculated for the organization as a whole.

Another view to analyze the HR outcomes is the to evaluate the patient's feedback and complains regarding the services rendered by the employees of the hospital.

LITERATURE REVIEW REGARDING PERFORMANCE MEASUREMENT IN HEALTH

CARE

History: More than 30 years ago, a

physician named Avedis Donabedian proposed a model for assessing health care quality based on structures, processes and outcomes.

Two decades later health care adopted continuous quality improvement, which uses teams to improve processes.

History: An additional impetus for health

care organizations to adopt quality principles has been the Joint Commission on Accreditation of Health-care Organizations‘ (JCAHO) standards.

While the JCAHO standards have evolved during the past decade, swayed in part by the Baldrige criteria, health care organizations have been slow to use this organizational assessment as a way to drive performance improvement.

Selecting the right measures:

An effective measurement system integrates initiatives, aligns organizational units and resources, and improves performance.

Paradoxically, most people select measures before they decide how to use them. While it makes sense to discuss selection and use of measures in that order, the effective order in practice is the reverse.


Organizations need performance measures in three areas:To lead the entire organization in a particular direction.

To manage the resources needed to travel in this direction.

To operate the processes that makes the organization work.

Selecting the right measures:Most organizations typically don't use

leadership measures. However, many health care organizations

have struggled to move beyond their heavy emphasis on financial measures to include leadership measures.

With continuous quality improvement entrenched at the process level, these same organizations struggle to better manage their resources because they don't consider the effects of structures.

Without an integration of clinical and financial measures, the same organizations will find it nearly impossible to effectively operate the processes they are so keen on improving.


• To overcome these barriers, organizations need measures for three purposes:

Strategic--to drive strategies into action and change the organizational culture.Diagnostic--to evaluate the effectiveness of these actions and the extent of change.Operational--to improve continuously.

Cause and Effect Relationship: A strategic plan defines the specific

cause-and-effect relationship through strategic measures. Performance improvement is accomplished by using measures of processes and outcomes to operate the processes.

By understanding how measurements will be used, it becomes easier to understand what measures to have. Measures are needed to test various cause-and-effect relationships at the organizational, process and individual level.

Cause and Effect Relationship: By their very existence, organizations

create the basis for interdependency among:themselves (and partners) , their customers, and employees.

This interdependency weakens when one or more parties do not receive value or perceive the value as insufficient.

Organizations can strengthen this interdependency by integrating and aligning structures, processes, results, quality and costs. Strengthening the interdependency requires measuring the value each party needs.

Practical Rules: While health care professionals,

especially physicians, tend to shy away from leading and managing organizations as businesses, their scientific background gives them one advantage in developing measures and analyzing the results. The approach described here is based on scientific principles of generating hypotheses about cause-and-effect relationships and testing those hypotheses.

The leadership part focuses on developing the measures for all three critical cause-and-effect relationships and analyzing the results. The management part focuses on deciding what action to take based on the analysis and then allocating resources to carry out those actions.

Practical Rules:Three actions to effectively lead are:

Develop measures to build the value-added interdependency.

Manage activities, time and quality to strengthen this interdependency.

Analyze performance to determine the effectiveness of those measures and management .

At the strategic level, the first two cause-and-effect relationships are combined.

Practical Rules:Rule 1: Have your strategic cause-and-effect relationship explain how all three types of value will be increased.

Your top-level measures are the three types of value. After developing the strategies, develop specific action plans, allocate resources and communicate the plan.

When you are done, you should be able to answer the following questions:

Practical Rules:Rule 1:

Can contribute to the organization's success?

Are strategies operationally defined?Are the causal relationships among

the strategies clear? Will all constituents receive strategic

value?Does everyone know what the

strategic direction is and remain committed to it?

Does each person know how he or she can contribute to the organization's success?


Measure time, quality and cost at the process level.

Time and cost are relatively easy to define and measure.

The key to defining quality measures is in knowing the purpose of process steps and the outcome.

Defining these purposes operationally yields quality measures.


Develop information systems after deciding on the measures. Because few people have the luxury or inclination to develop information systems after having defined measures, they should always have information systems that are flexible enough to include any measures developed later.


Analyze results to test the three critical cause-effect relationships.

The distinguishing feature of excellent organizations is their analysis. They don't necessarily have greater ability; they are just committed to analyzing the data to see what works and what doesn't. Then they take action.

Health-Care Key Performance Indicators (KPI) and Metrics

Following standards or indicators can be use to determine the performance or efficiency of the health-care providing organizations / industries. These indicators and the prescribed standards are helpful to gauge the overall performance of the organization after implementing a reform program before introducing a reform program in any health-care providing organization.

Key Performance Indicators (KPI)Time to Health-Care Service:

The time to health service key performance indicator (KPI) measures health-care providing organization's ability to provide incoming patients with health care service in a timely manner. Prescribed standards to the different health-care services are as under:Arrival to Physician Target 60 minutesArrival to Bed Target 20 minutesArrival to Nurse Target 40 minutesArrival to Discharge Target 100 minutes

Key Performance Indicators (KPI)Lab Turnaround Time:

The lab turnaround time key performance indicators (KPI) measures the ability of the Lab to process lab required results. Prescribed standards of lab turnaround time for different tests are as under:

Key Performance Indicators (KPI)Lab Turnaround Time:

Lab Test Turn Around Target TimeAmylase 24 hrs.ANA 168 hrsa PTT 72 hrs.Basic Metabolic Panel 24

hrs.Complete Blood Count 24 hrs.Electrotype panel 24 hrs.Comprehensive Metabolic Panel 48

hrs.Sedimentation Rate 96 hrs.

Key Performance Indicators (KPI)Emergency Response(ER) Waiting

Time: Measure the amount of time

patients are currently waiting before being seen by a physician in emergency response. The prescribed standards for emergency response are as under:

ER Urgent Stable Wait Time 01:50 02:30

Key Performance Indicators (KPI) Number of Patients in ER:

Provides key data about patients in the ER such as room number, urgency of their case, current wait time and if they have been attended to by a nurse.

Current ER Occupancy:Measures how many are currently occupied in your ER compared to the total number of beds.

Average Length of Safety:Measures how long on average, patients stay in your hospital after having a specific procedure, such as appendectomy. The prescribed standard for the average length of stay:

Key Performance Indicators (KPI)Other KPIs for Health-Care:

Inpatient Flow:In patient raw mortality rate.CMS core MeasureHarm events per 1000 patients

daysBed turnoverReadmission RateOccupancy RateAverage Cost Per dischargePatient Satisfaction

• Revenue Cycle:• Total Operating Margin• Account Receivable (A/R) days due to outstanding• Total Accounts Receivable (A/R) days outstanding• Total Accounts Payable (A/P) days outstanding• Cash receipt to bed debt• Claims Denial Rate• Days of Cash on Hand • for the average length of stay:

Key Performance Indicators (KPI)Other KPIs for Health-Care:

Revenue Cycle:Total Operating MarginAccount Receivable (A/R) days due to

outstandingTotal Accounts Receivable (A/R) days

outstandingTotal Accounts Payable (A/P) days

outstandingCash receipt to bed debtClaims Denial RateDays of Cash on Hand

What is Quality?

The term quality refers to the attainment of the customer needs in an effective and efficient manner. Because if a good or service is unable to meet customers perceived value, it will be considered low quality goods or services irrespective of its worth.

What is Quality Human Resource? The term quality human resource

refers to the human resource with ability to meet or exceed customer requirements. The quality human resource is considered highly motivated, trained and highly skilled in their respective areas and they have ability to translate organization's vision in to reality with other available resources.

In health-care organizations the patient satisfaction is not only depends upon the technology but also upon the human resource (employees) capability.

LITERATURE REVIEW & ANALYSIS REGARDING THE

NEW TECHNOLOGICAL IMPACT ON HUAMAN RESOURCE

PERFORMANCE RELATED TO HEALTH-CARE PROVIDNG

INDUSTIRES / ORGANIZATIONS

The impact of human resources on health-Care Providing Organizations When examining health care

systems, it is both useful and important to explore the impact of human resources on health sector reform taken by any country or a health -care providing organization.

While the specific health care reform process varies by country to country and organization to organization, some trends can be identified.

Three of the main trends include efficiency, equity and quality objectives.

The impact of human resources on health-Care Providing Organizations Efficiency:

Various human resources initiatives have been employed in an attempt to increase efficiency. Outsourcing of services has been used to convert fixed labor expenditures into variable costs as a means of improving efficiency. Contracting-out, performance contracts and internal contracting are also examples of measures employed.

The impact of human resources on health-Care Providing Organizations Equity: Many human resources initiatives for

health reform also include attempts to increase equity or fairness. Strategies aimed at promoting equity in relation to needs require more systematic planning of health services.

Some of these strategies include the introduction of financial protection mechanisms, the targeting of specific needs and groups, and re-deployment services.

One of the goals of human resource professionals must be to use these and other measures to increase equity in their organizations.

Quality:

The impact of human resources on health-Care Providing OrganizationsQuality:

Human resources in health sector reform also seek to improve the quality of services and patients' satisfaction. Health care quality is generally defined in two ways:

Technical quality: Technical quality refers to the

impact that the health services available can have on the health conditions of a population.

The impact of human resources on health-Care Providing Organizations Quality:

Socio-cultural quality:Socio-cultural quality measures

the degree of acceptability of services and the ability to satisfy patients' expectations.

Staff Management Human resource professionals face

many obstacles in their attempt to deliver high-quality health care to the patients. Some of these constraints include:budgets,lack of congruence between

different stakeholders' values, absenteeism rates, high rates of turnover and low morale of health personnel.

Staff Management

Better use of the spectrum of health care providers and better coordination of patient services through interdisciplinary teamwork have been recommended as part of health sector reform. Since all health care is ultimately delivered by people, effective human resources management will play a vital role in the success of health -care providing organizations.

Staff Management Better use of the spectrum of health care

providers and better coordination of patient services through interdisciplinary teamwork have been recommended as part of health sector reform. Since all health care is ultimately delivered by people, effective human resources management will play a vital role in the success of health -care providing organizations.

The two key areas that mangers have to be concerned with in their job roles are managing their staff and managing the machines and technology with which those staff have to work or perform their duties effectively and efficiently.

Staff Management The Managerial Grid:

How organizations and their managers can, and should, relate to these two main areas of their work has been the concern of Robert Blake and Jane Mouton in their work on The Managerial Grid (Blake R.R. And Mouton J.S.-1985 The Managerial Grid III. Hogan Page.).This is the device for representing the concern for production and for people shown by different mangers with a 1-9 scale being used to represent the degree of concern, 9 representing the high concern.

Staff ManagementThe major points on the Grid :

Position 9, 1 Position 1, 9 Position 1, 1 Position 5, 5 Position 9, 9

The Management Of New Technology: Organizations may be either

reactive or proactive that is, planning to activate desired change rather than merely reacting to environmental impositions or client demands. This health care service received much criticism for its reactive approach in responding to demand rather to evaluated need (Cooper M.H.-1974 Rationing Health Care, London Croom Helm) and more recently this reactivity has been identified with the lack of a general management process.

The Management Of New Technology: As we have seen corporate planning

in health care involves the identification of need, planning how to meet that need and mobilizing the entire organization to carry out those plans in a concerted and organized way. This cannot be achieved in a static and insensitive organization whose members place a premium on stability or a high value on 'nostalgia' (clinging to old ways) at the expense of improved patient welfare.

The Impact of Technology: The development of technology and its

applications in health care has brought enormous benefits to both patients and the organizations which serves them. Among many examples are the developments of the medical application of ultrasonic, the pacemaker, the heart lung machine, nuclear medicine, radiology, radiotherapy, computerized scanners, and laboratory analyzers. The development of the fibre optics has allowed a new approach to the investigation and treatment of many quite different clinical conditions with fewer 'postoperative' consequences and at a lower marginal cost than the corresponding surgery.

The Impact of Technology: Some of these are clinical, high

profile examples of high technology appreciations and health workers can no doubt identify many more less dramatic bit no less significant contributions to the business of diagnosis and treatment.

In terms of output modern technology allows us to investigate and treat substantially larger numbers of patients today as compare to past.

The Impact of Technology: However, in some quarters the

arrival of high technology is not always well received. In fact, it may be feared by some workers whose working practices, skills and indeed, very employment may be threatened by its introduction.

It is clear that technology itself is not to blame for this but rather the way it is employed within the organization. It is no solution to argue that providing redundancies are avoided there is little ground for objections to new technology..

What is Scientific Management? Scientific Management, also

called Taylorism is a theory of management that analyzes and synthesizes work flows. Its main objective is improving economic efficiency, especially labour productivity.

It was one of the earliest attempts to apply science to the engineering of processes and to management.

https://en.wikipedia.org/wiki/Workforce_productivity

What is Scientific Management? Scientific management theory seeks

to improve an organization's efficiency by systematically improving the efficiency of task completion by utilizing scientific, engineering, and mathematical analysis.

The goal is to reduce waste, increase the process and methods of production, and create a just distribution of goods.

This goal serves the common interests of employers, employees, and society.

What is Scientific Management: Scientific management theory can

be summarized by Taylor's Four Principles:

Managers should gather information, analyze it, and reduce it to rules, laws, or mathematical formulas.

Managers should scientifically select and train workers.

Managers should ensure that the techniques developed by science are used by the workers.

What is Socio Technical systems Concept? If there any lesson to be learned

from the Socio-technical Systems concept, perhaps to be transferred to areas of merging technical innovation, they were widely ignored. In 1973, Enid Mumford could assert that:

“Work systems are usually designed in technical terms to meet technical and business objectives, with little

thought given to the needs of people operating the system.”

(Mumford E. -1973, Designing Systems for Job Satisfaction. Omega I, (4),

493-8.)

Deskilling: The second important aspect of the

introduction of new technology is that of de-skilling, or the fear of it, that has long brought conflict to industrial situation. Harry Braveman advanced the thesis that de-skilling has been a dominating process in the creation of modern work organizations.

Taylor's ideas contained three main principles which are fundamental to all advanced work design, organization and method study and industrial engineering today.

Deskilling:These are:The gathering and development of knowledge of the labour processes;

The concentration of this knowledge as an exclusive province of management;

The use of this monopoly of knowledge to control each step of the labour process and its mode of execution.

Redundancy: The third problem associated with

new technology is that it may facilitate staff redundancy, although its track record thus far has not wholly supported this genuine fear amongst the health care related workers / employees.

The dumping of workers whose skills are no longer required or whose role is no longer compatible with changing technological requirements is waste of human resources.

Redundancy: This ought not to occur except

by mutual consent. In case of employee redundancy due to new technological requirements the employer and the employees must show flexibility in case of employee redundancy arrangements.

Future Employment Level: This is a convenient point at which

to examine the evidence as to the likely effects of introducing new technology into the health services.

Most, but by no means all, of this technology is computer-based. That is to say a computer, or a microprocessor, is incorporated into a machine or instrument in such a way as to render some human tasks, whether manual, clerical or administrative, unnecessary.

Future Employment Level:

As computers are also expected to become increasingly useful in the area of decision making the breadth of this influence on working practices is potentially very wide. Some writers have predicted that the nature of work itself will be catastrophically changed. Clearly some analytical tools are needed with which to identify and assess the expected changes.

Future Employment Level: In the health services generally

there has been some investment in new technology, arguably of a broader and different kind from that of other service industries. While this may have led to some occupational re-skilling, employment levels, in health care since beginning have also continued to rise, particularly in the professions supplementary to medicine. It is mainly these professions which have borne the brunt of the introduction of new technology.

Economic Moderator: In health care new technology has

usually required the acquisition of new skills, or new employees, but the overall number of posts has continued to increase.

Where individual worker productivity has risen it has quickly become saturated by increased client demand.

By considering the demand side as well the supply it is evident that the relationship between new technology and unemployment in health care is from a simplistic one.

Economic Moderator:

The principal economic factor in the implementation of new technology is Exchequer funding.

Capital monies are largely divided between building and equipment which will include new technology.

Economic Moderator: Therefore, the funding of

technological innovation will largely depend upon the shortage of capital monies gives rise to local income generation by selling services--for example occupational health services or executive health screens—this is deemed like to result in a positive influence on both staffing levels and equipment utilization.

Social Moderator: Social factors moderating the

impact of new technology are also varied.

Unlike the experience of other service oriented industries i.e. banking where significant number of customers still prefers personal service to using an automatic cash dispenser or service till, the health care patient has little need at present to make such a choice. However, we may in future emergence of direct patient interrogation by computer.

Organizational Moderator:

Organizational moderators relate both to policy and to its likely effect upon staff. This in turn relates mainly to an organization's propensity to change and the manner in which that change occurs.

Organizational Moderator: With respect to the implementation of

change, the statement by Griffiths that 'The effectiveness of the Health Care System depends on the staff it employs, and a better run service will mean a more satisfied customer, a happier working environment and a more satisfied staff, is the traditional and legitimate view of most successful organizations including the Government Health Care System.

The sub-culture maintained by such an attitude is a valuable source of motivation and most organizations may be expected to seek to preserve, enhance and make us of it during any change brought about the introduction of new technology.

Accelerating Factors:

As compare to the other service rendering organizations it appears in the Health care providing organizations, also, growth and demand have been the chief moderator of staffing levels in the face of new technology.

Accelerating Factors:

To regulate the demand and to accelerate the technological impact on employment can be done through the right combination of tight financial controls, together with strong directives from the government, both to increase the economic efficiency and wide-ranging computer-based information systems, such as the data requirements (DHSS-1984 Report of Steering Group on Health Services Information: Implementation of Programme (HC(84)10, London, DHSS) , may be sign respect and help to establish a tendency to maximize staff savings from increased productivity.

Organizational Development: Williams (Williams A. -1981

Organization Development. In: Cowling A.G. And Mailer C.J. B. (eds) Manging Human Resources. London, Edward Arnold) defines:

“organization development (OD) as term which is applied to certain types of planned efforts at bringing about organizational change.”

We need not be concerned here to find a more elaborate definition since we wish to avoid categorization and the possible exclusion of otherwise helpful knowledge and methodology.

Organizational Development:What is clear is that OD addresses

the problems of organizational change by working inside the organization, tapping into the ideas, experience and energies of its constituent workers individual, or in groups, to effect agreed changes that are mutually beneficial.

Lewin, in his field force theory (Lewin K.-1951 Field Theory in Social Science, London, Harper & Row) put forward a model of organizational change based upon three steps:

Organizational Development:

1.Unfreezing the Current Situations' Controlling Forces

2.Finding an Implementing Change

3.Refreezing the New Situation's Controlling Forces

Organizational Development: There are several ways in which

different OD strategies may be classified depending upon their context and approach. These are summarized broadly by Williams as:Team DevelopmentInter-Group DevelopmentTotal Organizational Development Improving the Match between

People and JobsImproving the Match between

Organizations and their Environment

PAST RESEARCH REVIEW & ANALYSIS REGARDING HRM

PRACTICES & IMPACT OF NEW

TECHNOLOGICAL INNOVATION ON

HUMAN RESOURCE PERFORMANCE SPECIFICALLY

RELATED TO HEALTH-CARE PROVIDING

INDUSTIRES / ORGANIZATIONS

The Role and Effectiveness of Human Resource Management: Arabah Hajj (2012) has done research on "Evaluation of the efficiency of the use

of human resources for health in public hospitals”

An Empirical Study on a sample of hospitals”. The study emphasized on the importance of previous indicators to measure the efficiency of the performance of human resources in hospitals, especially public hospitals, which are in urgent need to assess the efficiency of the performance human elements, and doing precise measure will help the hospital management to strive towards improving how to use these resources.

The Role and Effectiveness of HRM:

The study recommended the following: The need to pursue the efficient use of

human resources for health constantly, and even non-health (which is unrelated to health work, security guards, maintenance workers, etc.).

Prepare a map showing the distribution of human resources for health for all individuals working in the hospital, based on the distribution of the family, and the specialty for all health professions and medical professionals, making it easier to refer to them when there is a defect or waste in the use of these resources.

The Role and Effectiveness of HRM:The study recommended to prepare

plans and clear vision in a professional and systematic approach to develop human resources in the hospital, with the need to involve employees in the planning of human resources to become part of their thinking and their work and to help them to practice work in a professional sound, and encourage them to commit to the hospital.

The study also urge to create a separate department for personnel affairs in the health institutions and the use of external expertise in order to determine the needs of the health institution of human resources.

The Role and Effectiveness of HRM:Mukhaimar and Taamenah (2004) with their

studies entitled "Recent trends for the hospital

management: concepts and applications” The researcher found that although the

quality of the plans and organizational structures and preparing them according to the scientific methods, the hospital management could fail in achieving the planned objectives as a result of its failure to perform routing function, which is designed to influence the behavior of the various categories of personnel in the hospital, and urge them to contribute to high level of performance towards the goals of their units in particular and to their hospital in general.

The Role and Effectiveness of HRM:In addition to that the study concluded

that the function of director of the hospital is not only to provide diagnostic and treatment services and associated procedures , but it also drew attention to the feelings of the various categories of workers in the hospital, including doctors, technicians and administrators, and therefore understand the conditions under which work will be done in the shade, it also must be given their morale and satisfaction for the work that they have in the same level when they provide diagnostic and therapeutic services.

The Impact Of Human Resource Management Practices On The Quality Of Health-Care Services

Salah Mahmoud Diab (2012) in his study entitled "Measuring the dimensions of the

quality of medical services provided in the Jordanian government hospitals from

the perspective of patients and staff’: The study found an increase rate to quit job

among doctors and nurses working in hospitals and the Ministry of Health, and the low degree of satisfaction and low desire among the staff to continue working in the hospital, and this giving impact to the low quality of health services provided to patients, in the absence of effective HRM practices.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe most important recommendations

by the study with regard to the condition of individuals working in the hospital:

a.The provision of material and moral incentives for employees working in government hospitals to generate their desire to continue to work and provide medical services appropriately.

b.Training courses for workers in the hospitals in the area of the dimensions of medical service quality, and to deepen the quality concept between the staff and to achieve the quality dimensions at the best degree.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesAl Kudhat Mohammed (2004), with his

study entitled "Methods of selecting staff in King Abdullah in the light of technological developments“

One of the main finding of this study is the existence of a positive relationship between the personality traits of those who have been recruited and technology employed in the hospital.

In addition to that the contrast of views of the staff about the availability of specialist personal attributes required.

It also revealed the existence of the impact of high technology in the analysis and design work and job classification and the nature of the work.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesOzcan and Hornby (2005) has a study

entitled “Determining staff requirements in hospitals“

The study found that one of the reasons for poor performance of employees in government hospitals in Turkey, was mainly due to lack of interest by the managers of head departments in government hospitals to provide better conditions to hospital’s staff and develop incentives system.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe study recommended the

adoption of incentives system and rewards for staff and nurses who perform good and choosing a group each month as a role model for individuals working in the hospital and pay them special bonuses to encourage other staff who have not been selected, and the study emphasized that adopting this system will improve the performance of all individuals working in the hospital dramatically.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesValverde and Ryan (2006) in their research

entitled “Distributing HRM responsibilities: a classification of

organizations”The aim of this study to show

that HRM is not the sole responsibility of HR departments, but also of other agents inside and outside the organization, such as top and line managers, and external HRM service providers.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe researcher examined how

organizations distribute HRM activities and responsibilities among these agents; he also attempts to classify organizations according to agent distribution and to explore whether a number of internal and external context characteristics affect this distribution.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe finding of this study shows that the

model of HR function adopted by an organization may not be contextually determined, but instead it is a matter of corporate choice. That is, companies actually choose what type or model of HRM they want and distribute the responsibilities of their various agents accordingly, rather than being determined by organizational contingencies.

The researcher concluded that a large number of organizations have proved very useful in identifying a wide range of behaviors in the distribution of HR responsibilities.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesRosemary Lucas (2002) with her study

entitled "Fragments of HRM in hospitality? evidence from the 1998

workplace employee relations survey“ The study carried out to verify the

rehabilitation of the health sector in Britain from the perspective of human resource management and aimed to assess the dimensions of human resources related to the rehabilitation of the health system and the formation of a new health sector.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe study found that employees are

more likely to perceive their managers as anti-union, and to represent themselves in dealing with employment issues such as challenging management about their work, in disciplinary proceedings, and in seeking a pay increase. The study pointed out the importance of human resource management in the success or failure of the health sector and the health sector in most countries focuses on changes in building the organization, contain costs, customer choice.

The Impact Of HRM Practices On The Quality Of Health-Care ServicesThe study emphasizes on the

importance employees’ performance and how to attract professionals to the health sector.

The main findings of the study: The existence of a strict

centralization in most hospitals, which limits the development of the work of individuals and nurses.

The lack of a new approach to develop the work in the event of performance failure.

The Factors That Affect The Performance of Individuals Working In Health Organization:

Chan and Mak (2012) with their study entitled “High performance human

resource practices and organizational performance the mediating role of occupational safety and health”

The aim of this study is to examine the relationship between high performance human resource practices (HPHRP) and organizational performance.

The Factors That Affect The Performance of Individuals Working In Health Organization The aim of this study is to

examine the relationship between high performance human resource practices (HPHRP) and organizational performance.

The results showed that the mediating role of perceived safety climate in the relationship of HPHRP and organizational performance is confirmed.

The Factors That Affect The Performance of Individuals Working In Health Organization The finding suggests that

organizational emphasis on safety issues contributes to establishing effective HPHRP and driving organizational performance.

Organizations can benefit from effective HR practices by paying attention to employees’ safety issues, which in turn result in better organizational performance.

The Factors That Affect The Performance of Individuals Working In Health OrganizationMc Conville and Holden (2003) A study

entitled “The filling in the Sandwich:

HRM and middle managers in the health sector”

The study showed the central role of line managers in implementing human resource management, is widely acknowledged and examined how far employees affect, or are affected by, such practices.

The Factors That Affect The Performance of Individuals Working In Health Organization The main finding of this study is

that as Trusts become established, and managers gain confidence in their staff management skills, longitudinal studies would be useful in building a picture of the development of both middle management roles and the functioning of HR specialists/advisors.

Clearly, in units where the specialist HR/personnel is contracted out, the effects on managers' roles and the extent of changes in the nature and quality of HRM need to be explored.

The Factors That Affect The Performance of Individuals Working In Health Organization Marie et al., (2007): A study entitled

“HRM and the management of clinicians within the National Health Service (NHS)”

The study concluded that the management of human resources is of crucial importance in enabling the delivery of efficient and effective services. The aim of this study is to explore one issue relevant to Human Resource Management, that is, the management of hospital doctors in the National Health Service (NHS).

The Factors That Affect The Performance of Individuals Working In Health Organization The finding argues that HRM must

play a pivotal role in the management of clinicians’ to ensure the effective and efficient delivery of health care reforms in Britain.

The study concluded the following:a. A strong, well-motivated and

highly trained medical profession is critical to the success of the national health-care reform, in the delivery of both services to patients and government reforms.

The Factors That Affect The Performance of Individuals Working In Health Organizationb. It requires the medical

profession to acknowledge and accept the potential contribution of HRM to the management of doctors, a contribution that hitherto has generally been disregarded as purely administrative and often irrelevant.

The Factors That Affect The Performance of Individuals Working In Health OrganizationEdgar and Geare (2005): A study entitled

“HRM practice and employee attitudes: different measures–different results”

The study aimed to test the relationship between HRM practice and employee work-related attitudes and examine whether different approaches to measurement of HRM gives different results.

The Factors That Affect The Performance of Individuals Working In Health OrganizationThe finding shows that if

managers want to maximize employee’s attitudes, then implementing lots of practices is not sufficient.

Practitioners need to be aware that the way they implement their HRM practices may be a more important determinant of employee attitudes than the number of practices they put in place.

The Factors That Affect The Performance of Individuals Working In Health OrganizationHarris et al. (2007): A study entitled

“Human resource management and performance in health-care

organizations”, The purpose of this study is to

compare the evidence from a range of reviews concerned with the links between human resource management (HRM) and performance.

The aim of the paper is to review this diverse literature, and to derive human resource (HR) implications for health care researchers, policy makers and managers.

The Factors That Affect The Performance of Individuals Working In Health Organization The study finds that relationships

have been found between a range of HRM practices, policies systems and performance.

The study concluded that Trusts may allow for increasing tailoring of HR practices to suit local circumstances, and the potential impact of any HR practice or set of practices on performance may be mediated by the effect of the implementation process on mental models of individuals and thus on HR outcomes such as motivation, commitment and satisfaction.

The Factors That Affect The Performance of Individuals Working In Health OrganizationMcDermott and Keating (2011): A study

entitled “Managing professionals: exploring the role of the hospital HR

function”, The objective of this study is to

examine the role of the HR function in the management of professional and non-professional staff in the acute hospital sector.

The study finds that in two of the three cases the human resource (HR) function predominantly provides services to non-professional workforce groups.

The Factors That Affect The Performance of Individuals Working In Health Organization However, the effective and strategic

management of professionals is undertaken in the third case, without a professional HR function.

The study suggests that HRM as “the management of people and work” was being practiced, if not by the HR function. As a result, a focus on formal HRM structures in hospital organizations is insufficient to capture the manner in which people and particularly strategically valuable workforce groups and work are managed.

The Factors That Affect The Performance of Individuals Working In Health OrganizationOtt and Dijk (2005): A study entitled

“Effects of HRM on client satisfaction in nursing and care for the elderly"

This study showed that HRM is supposed to increase job satisfaction. But does it also increase client satisfaction? The study sets out to discuss this issue.

The finding from this research indicates that HRM does affect job and client satisfaction, and showed that the correlations between HRM and client satisfaction were generally rather low.

The Factors That Affect The Performance of Individuals Working In Health Organization Employees’ satisfaction with their

organization is a better predictor of client satisfaction than job satisfaction. Job-related training showed no relation with job satisfaction, but a clear relation with client satisfaction, while leadership style of their manager had a significant relation with job satisfaction, and a more limited one with client satisfaction.

The study recommend a regular performance reviews for job satisfaction and client satisfaction, emphasizing that employee and client satisfaction can also conflict: more regular schedules increase employee satisfaction, but decrease client satisfaction.

The Factors That Affect The Performance of Individuals Working In Health Organization The researcher distinguishes seven

HRM activities:a. A personal development plan.b. Additional job-related training during the past two years.c. Job performance review during the past two years.d. Regular departmental meetings (at least monthly).e. A protocol in case of a labour-shortage.f. Predictable work schedules.g. A leadership style of the manager which is transparent and supportive.

The Factors That Affect The Performance of Individuals Working In Health OrganizationThe conclusion indicates that

employee satisfaction seems mostly affected by the management style of the unit manager, and to a lesser degree by performance reviews and predictable work schedules, while client satisfaction correlates primarily with job related training and somewhat with performance reviews and a supportive leadership style

RESEARCH FINDINGS,

CONCLUSION AND

RECOMMENDATIONS

Research Findings: Research describe that the Human

resource, new technology and organizational performance has significant relationship.

Both variables play important role for the organizational performance.

It is evident that the new technology will bring unemployment itself but on the other hand it creates new job opportunities for the skilled workforce.

To elaborate that which one plays more effective role in the overall organization performance requires an empirical research on the topic.

Research Findings: One thing is evident Quality of Human

Resource always does an impact on overall organizational performance.

It was found that HR practices are indirectly linked to over all outcomes of the health-care organizations or it can be easily say that the Human Resource Management plays an important role for the enchantment of organizational efficiency and maximizing output of the available resources.

Various key success factors emerge that clearly affect health care practices and human resources management.

Research Findings: This research reveals how human

resources management is essential to any health care system and how it can improve health care models.

Challenges related to the health-care services are examined, with suggestions for ways to overcome these problems through the proper implementation of human resources management practices.

Comparing and contrasting selected research studies allowed a deeper understanding of the practical and crucial role of human resources management in health-care organizations.

Research Findings: There is no tailor made available which is

acceptable universally for every organization. Organizations must choose the best HR model according to their requirements specifically considering the nature of business. But the research studies provide the information regarding the strategies that an organization can adopt within the available resources. These strategies could be labor intensive or technology intensive. It’s all depends upon the organizations capability, if they have sufficient capital they can choose the technology intensive strategy through introducing new technology.

Research Findings: In other case they can choose labour

intensive strategy through investing in their Human Resource (employees) enhancing their capabilities to perform their duties in more effective and efficient manner. This can be done through training and motivating employees. This strategy also includes cost but as compare the technology it requires less investment. It is also described that the technology intensive strategy will also comprises the training cost of the employees due to the introduction of new technology.

Research Findings: Research also describe that the HRM

practices of any organization does not put direct impact on client (patient) satisfaction.

But they can increase employee satisfaction which can leads to the client satisfaction.

The training activities of the HRM create the employee satisfaction, and leadership style of the organization leads to the job satisfaction of the employees.

Research study also describe that the High Performance Human Resource Practices (HPHRP) is very much related to the work environment.

Research Findings: It is observed that the employees

working in safe and healthy environment performs better then the employees with less safe environment.

Research study reveals that the HRM practices are not only the responsibility of the HR managers. The line and middle managers plays very crucial role for the implementation of HR policies and practices, so the coordination and communication between HR Manager and the Line mangers must very clear and distinctive. Because the lack of communication for miscommunication will lead to an adverse affect on HR related practices.

Conclusion:The management of human resources is

essential to enable the delivery of efficient and effective medical services and to achieve patient satisfaction, the study shows that human resources management has a strong impact on health-care quality, and most of literatures show the importance of human resources management to achieve the goals of health-care providing organizations, and emphasize to develop the performance of hospital staff and nurses through periodic training in order to improve the quality of health-care service, also a strong, well-motivated and highly trained medical profession is critical to the success of the health-care reform.

The practices of human resource management are very important in health sector and modern hospitals need alternative approaches for practicing HRM successfully. The senior management in hospitals should have a clear strategic direction and clear objectives to improve the management of employees and staff in the hospital.

The HR of health-care providing organizations can be dividing into two categorizes:

Medical Staff (Doctors, Physicians, Practitioners, other Paramedical Staffs)

Non-Medical Staff (Administrative staff, Marketing, HR, Accounts, etc.)

Proper management of all human resources is critical in providing a high quality of health care. A refocus on human resources management in health care and more research are needed to develop new policies. Effective human resources management strategies are greatly needed to achieve better outcomes from and access to health care around the world.

Conclusion: The practices of human resource

management are very important in health sector and modern hospitals need alternative approaches for practicing HRM successfully.

The senior management in hospitals should have a clear strategic direction and clear objectives to improve the management of employees and staff in the hospital.

Conclusion:The HR of health-care providing

organizations can be dividing into two categorizes:Medical Staff (Doctors, Physicians,

Practitioners, other Paramedical StaffsNon-Medical Staff (Administrative staff,

Marketing, HR, Accounts, etc.) Proper management of all human

resources is critical in providing a high quality of health care. A refocus on human resources management in health care and more research are needed to develop new policies. Effective human resources management strategies are greatly needed to achieve better outcomes from and access to health care around the world.

Recommendations: The Reviewing of previous literatures

that cover the field of HRM in hospitals and health organizations shows the need for further improvement in any health organization. However, this study sets the following recommendations:

Setting a strategy for human resources management according to the requirements of new era.

Before introducing a new technology in an organization, inputs from the workforce must be acquire by the management.

Recommendations: To increase the human resource out

put both intrinsic and extrinsic rewards must be used by the management.

Organization culture plays very important role in adaption of new technology. Organization with clear distinction of authorities and powers among the different levels of employees will adapt changes quicker than others. Because team work plays a vital role in the implementation of change process.

Recommendations: The development of personnel

management process must be continue to aligned the organizational workforce according to the new technological requirement.

Engage the staff of the hospital in the larger functional tasks in order to give them more confidence in the health institution in which they work.

Continuous development and training of staff performance.

Recommendations: The need to measure the performance

of the managers of human resources department in the hospital before starting performance development process, and these measures include (leadership ability, self-qualification, risk management, strategic thinking, decision-making, innovation, management experience, and communications)

The aptitude of the employees is not enough to perform a task effectively. Workers with the right aptitude and attitude will become more productive.

QUESTIONS AND

ANSWERS

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