Managerial competences in public organisations: the healthcare professionals’ perspective

Abstract Background: Human resources play a critical role in encouraging efficient performance within organisations, especially for public healthcare organisations, where competences of staff are key aspects of the quality of services provided. In this context, the enhancement of competences are strategic objectives for Human Resources Management (HRM) in order to achieve excellent and lasting results. However, competences of healthcare professionals are both clinical and managerial. This study identifies specific managerial competences perceived as crucial by healthcare professionals in order to improve their performance and develop suitable HRM practices. Methods: The research methodology was divided into three main phases using mixed methods, commencing with literature review to identify the initial framework about managerial competences. Focus groups were then used to discuss evidence from the literature. Feedback from focus groups was used to draft the final questionnaire. Finally, the answers to the questionnaire were analysed through statistical software. Results: The results show that managers and professionals share a view of what specific managerial competences for healthcare organisations should be. Main competences are: quality evaluation based on outcomes; enhancement of professional competences; programming based on process management; project cost assessment; informal communication style; and participatory leadership. Conclusions: Although the issue of managerial skills in healthcare is widely discussed in literature, findings are often fragmentary. Our work includes a systematic literature review useful for more empirical studies. Furthermore, our results can support public managers who want to set up positive HRM practices for healthcare professionals.

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Managerial competences in public organisations: the healthcare professionals’ perspective

10.21203/rs.2.19079/v1 ◽

2019 ◽

Author(s):

Simone Fanelli ◽

Gianluca Lanza ◽

Cristiana Enna ◽

Antonello Zangrandi

Keyword(s):

Literature Review ◽

Human Resources ◽

Focus Groups ◽

Process Management ◽

Healthcare Professionals ◽

Human Resources Management ◽

Empirical Studies ◽

Critical Role ◽

Public Healthcare ◽

Hrm Practices

Abstract Background: Human resources play a critical role in encouraging efficient performance within organisations, especially for public healthcare organisations, where competences of staff are key aspects of the quality of services provided. In this context, the enhancement of competences are strategic objectives for Human Resources Management (HRM) in order to achieve excellent and lasting results. However, competences of healthcare professionals are both clinical and managerial. This study identifies specific managerial competences perceived as crucial by healthcare professionals in order to improve their performance and develop suitable HRM practices. Methods: The research methodology was divided into three main phases using mixed methods, commencing with literature review to identify the initial framework about managerial competences. Focus groups were then used to discuss evidence from the literature. Feedback from focus groups was used to draft the final questionnaire. Finally, the answers to the questionnaire were analysed through statistical software. Results: The results show that managers and professionals share a view of what should be specific managerial competences for healthcare organisations. Main competences are: quality evaluation based on outcomes; enhancement of professional competences; programming based on process management; project cost assessment; informal communication style; and participatory leadership. Conclusions: Although the issue of managerial skills in healthcare is widely discussed in literature, findings are often fragmentary. Our work includes a systematic literature review useful for more empirical studies. Furthermore, our results can support public managers who want to set up positive HRM practices for healthcare professionals.

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Evaluation of Corporate Structure Based on Social Network Analysis

Human Resources Management ◽

10.4018/978-1-4666-1601-1.ch023 ◽

2012 ◽

pp. 360-371

Author(s):

Sebastian Palus ◽

Przemyslaw Kazienko ◽

Radoslaw Michalski

Keyword(s):

Social Network ◽

Social Network Analysis ◽

Network Analysis ◽

Human Resources ◽

Process Management ◽

Human Resources Management ◽

Management Support ◽

Corporate Structure ◽

Analysis Process ◽

Group Detection

Social network analysis provides helpful reports and comparisons, which may support the corporate human resources management. Several ideas, measurements, interpretations and evaluation methods are presented and discussed in the chapter, in particular group detection, centrality degree, location analysis, process management support, dynamic analysis, and social concept networks.

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Recruitment and Retention of Healthcare Professionals for the Changing Demographics, Culture, and Access in Canada

Advances in Healthcare Information Systems and Administration - Human Resources in Healthcare, Health Informatics and Healthcare Systems ◽

10.4018/978-1-61520-885-2.ch006 ◽

2011 ◽

pp. 96-111

Author(s):

Stéfane M. Kabene ◽

Melody Wolfe ◽

Raymond Leduc

Keyword(s):

Rural Communities ◽

Human Resources ◽

Healthcare System ◽

Access To Health Care ◽

Healthcare Professionals ◽

Human Resources Management ◽

Healthcare Access ◽

Healthcare Providers ◽

Remote Access ◽

Changing Demographics

The Canadian healthcare system strives to serve a population altered by ever-changing demographics, cultural shifts, and diverse societal populations, and to serve those in rural communities with remote access to health care. The following chapter examines Canada’s current healthcare system and the effects on demand for services and the supply of healthcare providers created by the need to service rural populations, by limited access to medical schools, and by the introduction of foreign medical/health professionals. More specifically, the chapter reviews the symptoms of a strained medical system plagued by “brain waste” due to the non-use of qualified immigrant healthcare professionals, long wait times as a result of inadequate staffing and resources, and a school system that hinders the development of aspiring medical care professionals from rural and international areas. If Canada is to face these challenges with efficacy and vigour, effective human resources management techniques and competent human resources professionals are a necessary prologue. Medical knowledge and skill must be valued; healthcare professionals should be utilized more efficiently to improve healthcare access and minimize brain waste.

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The Role of Awareness in Designing Human Resources Management Practices in Family Firms

10.4018/978-1-6684-3550-2.ch047 ◽

2022 ◽

pp. 1017-1053

Author(s):

Giulia Flamini ◽

Luca Gnan

Keyword(s):

Human Resources ◽

Family Firms ◽

Management Practices ◽

Human Resources Management ◽

External Environment ◽

Organizational Factors ◽

Two Dimensions ◽

Hrm Practices ◽

Implicit Coordination

The chapter aims to develop a theoretical configurational model of HRM practices for family firms based on the construct of awareness. The typology of ideal HRM practices configurations the authors developed grounds on are 1) two organizational factors (awareness of the internal and external environment and organizational awareness) and 2) two dimensions of organizational awareness (the need for explicit and implicit coordination mechanisms). The first dimension refers to the need for mechanisms explicitly adopted by a family firm to manage task or communication interdependencies. The second one relates to those requirements for mechanisms that are available to family firms from shared cognition, which enable them to explain and anticipate task statuses and individuals' collaborative behaviors, thus helping them in managing task interdependencies. The authors combined these results in four configurations of HRM practices (administrative, shared, professional, and integrated configurations) and developed seven propositions.

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Downsize or rightsize? Changing KESC to K-ELECTRIC (Case A)

Emerald Emerging Markets Case Studies ◽

10.1108/eemcs-01-2015-0014 ◽

2016 ◽

Vol 6 (1) ◽

pp. 1-26

Author(s):

Nyla Aleem Ansari

Keyword(s):

Human Resources ◽

Organizational Performance ◽

Workplace Violence ◽

Human Resources Management ◽

Critical Role ◽

Hierarchical Structures ◽

Public Utility ◽

Quality Service ◽

Content Type

Subject area Organizational restructuring strategy such as downsizing and rightsizing and their effects on organizational performance. Study level/applicability The case can be taught to graduate students of a business administration program for change management or human resources management courses. Case overview The case discusses a structural change strategy followed by a crisis management situation of a Pakistani state-owned enterprise with hierarchical structures, unclear work roles and workplace corruption and its shift toward a profitable company with rebranded mission and values. With the management takeover by the Abraaj Group, several issues were identified as major blocks to K-ELECTRIC’s performance. Drastic changes included information technology advancement, investment in infrastructure of generation capacity, marketing campaigns and corporate social responsibility initiatives with a record profit in 2011-2012, for the first time in 17 years. But, the greatest challenge to quality service and profitability was faced by the human resources department, to retrench 4,459 workers by offering a voluntary separation scheme to non-core management staff in 2009. However, disregarding the successful impact on business performance, only 300 workers (approximately) had accepted the package in early 2010, while the rest questioned the decision of outsourcing non-core jobs and demanded reinstatement with the company, followed by a series of protests in January 2010. K-ELECTRIC needed to make some sensitive and timely decisions to ensure efficient and quality service to its customers as its top agenda. Expected learning outcomes The outcomes include: to understand the challenges faced by a recently privatized public utility service to become lean and efficient without compromising on its public mission of providing electricity to the residents of the city; to analyze the factors that influence choice of restructuring strategies and their effects on the employment relationship and organizational performance; to recognize the critical role of leadership in choosing a voluntary downsizing strategy and analyzing the sense of urgency needed to execute the decision; and to recognize the role of legal and organizational consultancy needed in critical decision-making to prevent workplace violence. Supplementary materials Teaching notes and teaching guide.

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Virtual and Augmented Reality in Human Resource Management and Development: A Systematic Literature Review

IBIMA Business Review ◽

10.5171/2021.926642 ◽

2021 ◽

pp. 1-18

Author(s):

Pedro FERREIRA ◽

Viviana MEIRINHOS ◽

Ana Cláudia RODRIGUES ◽

António MARQUES

Keyword(s):

Resource Management ◽

Augmented Reality ◽

Literature Review ◽

Human Resources ◽

Human Resource Management ◽

Human Resource ◽

Human Resources Management ◽

Resources Management ◽

Management And Development ◽

Virtual And Augmented Reality

The growing interest in virtual and augmented reality applied to business leads companies to explore possible applications in several management areas. The application of virtual and augmented reality to human resources management and development is also underway.

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Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

The Journal of Social Sciences Research ◽

10.32861/jssr.53.626.633 ◽

2019 ◽

pp. 626-633

Author(s):

Ali Hassan Haraj ◽

Mohammed Hameed

Keyword(s):

Strategic Planning ◽

Human Resources ◽

Human Resource ◽

Management Practices ◽

Human Resources Management ◽

Human Resource Practices ◽

Resources Management ◽

Hrm Practices ◽

Relationship Of ◽

The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

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Assessing Construct Reliability of Human Resources Management Practices (HRM) and Employee Loyalty: A Preliminary Evidence from the Omani Logistic Sector

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v10i3.16876 ◽

2020 ◽

Vol 10 (3) ◽

pp. 22

Author(s):

AbdulQader Al Saiari ◽

Fadilah Puteh ◽

Abdul Jalil Mohamed Ali

Keyword(s):

Human Resources ◽

Management Practices ◽

Human Resources Management ◽

Working Environment ◽

Study Cohort ◽

Employee Loyalty ◽

Job Rotation ◽

Resources Management ◽

Hrm Practices ◽

The Impact

Purpose: In the past few years, industry sector highly dominated the Oman’s economy, as the logistics sector forms the backbone of it, which accounted for 56.6% of GDP in 2019. The logistic sector is expected to provide 80,000 jobs by 2020 and 300,000 by 2040. Review of past literature on issues related to HRM impact on employee loyalty particularly from the Omani logistic sector revealed limited outcome. This paper aims in assessing the construct reliability of human resources management practices (HRM) and employee loyalty as well as the impact of HRM practices on employee loyalty, as HRM practices include recognition, compensation, promotion, training, selective hiring, job rotation, and working environment.Method: To achieve this objective, a quantitative approach was adopted, as questionnaire was distributed to 52 employees who work in logistics sector in Oman as pilot study cohort. Data were analyzed by using SPSS. Items of the research constructs were measured for its reliability value.Results: The results showed that employee loyalty construct obtained the highest mean (3.891), while compensation construct obtained the lowest mean (3.281). In addition, the results showed that reliability statistics for research constructs and their paragraphs achieved high Cronbach alpha, thus met the minimum trajectory of reliability value. The results of regression analysis illustrated that HRM best practices (recognition, compensation, promotion, training, selective hiring, job rotation, and working environment) had a significant impact on employee loyalty.Implications: This paper is expected to be a reference for other studies in other sectors to assess the construct reliability on HRM practices variables as well as employee loyalty.

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Strategic Human Resources Management

Strategic Thinking, Planning, and Management Practice in the Arab World - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-8048-5.ch006 ◽

2019 ◽

pp. 112-131

Author(s):

Ahmad Ali Salih

Keyword(s):

Literature Review ◽

Human Resources ◽

Human Resource ◽

Human Resources Management ◽

Management Strategies ◽

Business Organizations ◽

Future Directions ◽

Resources Management ◽

Strategic Human Resources ◽

Strategic Human Resources Management

The chapter aims to identify the level of human resources management strategies in the Arab business organizations in Iraq and Jordan as a model in an attempt to bridge the shortage of descriptive and comparative Arabic studies. In order to achieve the goal of this chapter, it is structured to cover the following sections: 1) introduction and intellectual background to subject, 2) literature review, 3) the human and organizational characteristics of the Arab business organizations in Iraq and Jordan, and 4) The reality of human resource management strategies in the Arab organizations in Iraq and Jordan and their future directions.

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