Chapter 1: Strategic HR management
1
Introduction ·
management requires healthcare executives understand factors
Effective people
that influence performance of individuals employed in organizations
·
Factors include :
-
Traditional HR
management activities (HRM)
↳ Recruitment selection↳ training development
"
performance appraisal - compensation
↳
employee relations
Strategic HRM · Formulates HR
Strategies Bimplementation tactics that reinforce
organization's business strategy to support innovation
·
Requires comprehensive set of managerial activities Blasks related
to developing
a maintaing avalified workforce.
·
2019 , healthcare social assistance organizations employed over 20 million
people nationwide in over 1 5 million organizations
.
·
HC workers account 111 of jobs in economy.
·
Acc to Bureau of Labor Statistics :
.
projected to grow 14%. 2018 to 2028
-
&
Rationale for SHRM ·
Healthcare executive needs to understand human behavior , work w/
employees effectively B , knowledgeable about numerous systems
practices available to put together skilled Emotivated workforce.
·
competitive advantage include :
-
cost leadership Clow-cost provider)
-
product differentiation (having
high service quality
SHRM and ·
studies shown that effective management of HR can increase
Performance profitability , annual sales per employee, productivity, market value ,
growth , earnings per share .
· the
organizational outcomes are moderated by employee
outcomesa participation.
·
High-performance work practice: set of practices within organizations
that enhance
organizational outcomes by improving qualitya
effectiveness of employee performance.
, I
Effective HR category Practices
Practices for
- >
HR
Healthcare Planning B :
encourage employee involvement
Organizations job analysis· 11 teamwork to motivate collaboration
among employees
self-managed teams & decentralization as
·
basic elements of organizational design to
minimize management layers.
strategies to enhance employee work-life
·
balance.
Proactive identifying
Staffing a attracting talent
·
In
selecting employees , use additional
·
criteria beyond technical skills , like team
citizenship , customer focus , cultural
fit
·
opportunities for employee growth-enhance
their skills.
· future career opporntities -
promotional
priority to internal candidates.
·
Customer service in new employee I
onboardingB Skill development
·
monitor turnover retention rates
Performance ·
monetary Bronmonetary rewards
management B· High compensation contingent on organizational
performance to reduce employee turnover
-
compensation
B increase attraction to high-quality
employees
·
Reduce Status distinctions Bbarriers-
dress language office arrangement,
,
parking i wage differentials.
,
· Base individual team compensation on
goal-oriented results
Employee ·
communicate effectively wh employees to
engagement keep them informed of issuesinitiatives
·
share financial , salary , performance
information to develop high-trust organization.
1
Introduction ·
management requires healthcare executives understand factors
Effective people
that influence performance of individuals employed in organizations
·
Factors include :
-
Traditional HR
management activities (HRM)
↳ Recruitment selection↳ training development
"
performance appraisal - compensation
↳
employee relations
Strategic HRM · Formulates HR
Strategies Bimplementation tactics that reinforce
organization's business strategy to support innovation
·
Requires comprehensive set of managerial activities Blasks related
to developing
a maintaing avalified workforce.
·
2019 , healthcare social assistance organizations employed over 20 million
people nationwide in over 1 5 million organizations
.
·
HC workers account 111 of jobs in economy.
·
Acc to Bureau of Labor Statistics :
.
projected to grow 14%. 2018 to 2028
-
&
Rationale for SHRM ·
Healthcare executive needs to understand human behavior , work w/
employees effectively B , knowledgeable about numerous systems
practices available to put together skilled Emotivated workforce.
·
competitive advantage include :
-
cost leadership Clow-cost provider)
-
product differentiation (having
high service quality
SHRM and ·
studies shown that effective management of HR can increase
Performance profitability , annual sales per employee, productivity, market value ,
growth , earnings per share .
· the
organizational outcomes are moderated by employee
outcomesa participation.
·
High-performance work practice: set of practices within organizations
that enhance
organizational outcomes by improving qualitya
effectiveness of employee performance.
, I
Effective HR category Practices
Practices for
- >
HR
Healthcare Planning B :
encourage employee involvement
Organizations job analysis· 11 teamwork to motivate collaboration
among employees
self-managed teams & decentralization as
·
basic elements of organizational design to
minimize management layers.
strategies to enhance employee work-life
·
balance.
Proactive identifying
Staffing a attracting talent
·
In
selecting employees , use additional
·
criteria beyond technical skills , like team
citizenship , customer focus , cultural
fit
·
opportunities for employee growth-enhance
their skills.
· future career opporntities -
promotional
priority to internal candidates.
·
Customer service in new employee I
onboardingB Skill development
·
monitor turnover retention rates
Performance ·
monetary Bronmonetary rewards
management B· High compensation contingent on organizational
performance to reduce employee turnover
-
compensation
B increase attraction to high-quality
employees
·
Reduce Status distinctions Bbarriers-
dress language office arrangement,
,
parking i wage differentials.
,
· Base individual team compensation on
goal-oriented results
Employee ·
communicate effectively wh employees to
engagement keep them informed of issuesinitiatives
·
share financial , salary , performance
information to develop high-trust organization.
