Human Resource Management in Health Care

Human Resource Management in Health Care

Human Resource Management in Health Care

As health disparities widen and access to health care becomes more complex, Hong Kong

has been implementing reforms to its health care systems to address these issues and keep costs

under control. An effective healthcare delivery system relies heavily on human resources

management (HRM) (Karami, Farokhzadian and Foroughameri, 2017). Research, assessment,

and adoption of new strategic goals for evaluation and assessment of both new and existing staff

are the primary focus of human Resource management (Vermeeren et al., 2014).

For a public health system to be successful, it is critical to have a well-organized system

for allocating resources (Cogin, Li and Lee, 2016). Planning for health and social care material

resources is crucial to ensuring that the right resources are assigned to the suitable locations at

the right time to offer the proper facilities to patients and prevent confusion. In Hong Kong, a

chronic imbalance in the health workforce is caused by a lack of appropriate human resources

management policies: a quantitative mismatch, a qualitative disparity, an uneven allocation, and

poor coordination between Human resource actions and health policy requirements (Yin and He,

2018).

I have been working as a nurse in the emergency room in a public hospital. Here is where

I have seen all the hiccups and challenges with management in the workforce. Therefore, in this

paper, I will focus on human resource management in the healthcare system, especially in my

workplace. The essay will analyze and discuss the relevance of human resource management,

how their needs are planned, and how human resource managers are recruited and retained in

healthcare. We will also look at the rewarding policies adopted in healthcare which is effective in
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Human Resource Management in Health Care

human resource management, and the considerable cost incurred by public hospitals due to

human resource management.

Because of the importance of a well-organized human resource management system in

healthcare delivery, human resource management is essential to any healthcare organization.

More than just collecting records and implementing health care and professional rules, the

relevance of human resource management in the healthcare industry calls for a more hands-on

approach from experts (Kumari, 2020). Human Resources is responsible for more than just

carrying out an established procedure; instead, they investigate, analyze, and implement new

strategic plans for employee training and competency evaluation. The other two essential inputs

into the health care system are physical capital and consumables, making human resources one

of three key inputs (Cogin, Li and Lee, 2016).

Organizational effectiveness is a key focus area for human resource managers. To

provide public and individual health intervention, health care requires a wide range of clinical

and non-clinical personnel. Human resource management begins at the personnel level,

providing essential services like payroll accounting, labor legislation, and employee benefits

(Kong et al., 2015). In the second tier, HRM further subdivides into niches into recruitment,

development, organizational design management, and pay (Vermeeren et al., 2014).

Many projects for reforming the health sector's human resources system include efforts to

promote equity or fairness. Planning health services more systematically is necessary for

strategies that attempt to promote equity in relation to need (Guest, 2017). Services for

redeployment, addressing individual needs and demographics, and financial safeguards are all
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Human Resource Management in Health Care

examples of such measures. Reforms focusing on human resources in the health care system aim

to boost service quality and customer happiness for patients are also roles entitled to human

resource management. Quality in health care management can be divided into two categories:

technical and socio-cultural. The term "technical quality" describes the effect that the current

state of health care has on the health of a population. Socio-cultural quality indicates how well

the community receives them and how well they meet the needs of individual patients (Guest,

2017).

Human resources are obliged to keep up to date on the latest rules and regulations about

health care, such as the Protection Act, and they must work very closely with attorneys to ensure

that a health care institution is in compliance with these laws and regulations (Yin and He, 2018).

With training courses and ensuring that all staff is up to date on their training, HR managers can

aid their facilities in retaining employees and being compliant with health care requirements.

Human resource managers collaborate with hospital administrators in making critical operational

decisions and plans (Cogin, Li and Lee, 2016).

Human resource managers ensure effective interdepartmental communication among

everyone on the team, from clinicians to office workers. They relay the message to the

employees under their management about what is expected of them and work together with other

departments to improve patient services and the working conditions for staff. Human resources

managers show empathy in order to convey complex messages to employees of varying cultural

backgrounds, such as those pertaining to layoffs, firings, and patient complaints (Kumari, 2020).
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Human Resource Management in Health Care

Human resource planning in healthcare is an integral part of any effective health policy.

The lengthy wait times and disproportionate share of healthcare spending that it receives are two

primary drivers of its significance. In Hong Kong, human resources account for between 60 and

70 % of state spending, with a substantial portion of that going toward healthcare (Kong et al.,

2015). Healthcare human resource planning affects population health, healthcare costs,

operations, and access to care by optimizing the size and composition of human resources in

light of care needs (Karami, Farokhzadian and Foroughameri, 2017).

To maximize cost-effectiveness, quality, and quantity in service delivery, maximizing the

usage and deployment of available staff is critical (Karami, Farokhzadian and Foroughameri,

2017). A surplus or deficit of human resource managers may develop if this is not done. While

the former can cause unemployment or price increases due to supplier-induced demand, the latter

can lead to economic inefficiencies and misallocation of resources. Medical care is reduced in

both quantity and quality because there is not enough human resource management to perform

the essential services, and patients have to wait longer for appointments because of a backlog of

work.

In my hospital in Hong Kong, policies have to be carefully tailored to meet the

complexity of human resource requirements. The procedure of keeping tabs on human resource

managers can now be handled digitally, thanks to the development of a computer database.

Hospital administration must report quantitative statistical data once a year, along with the

opinions of the department's upper hierarchical management. After the preceding steps are taken,

the Ministry of Health Care and the Department of Home Affairs coordinate future needs of
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Human Resource Management in Health Care

human resource management within the context of a broader government policy (Chen and

Ahlstrom, 2017).

After the preceding steps are taken, the Ministry of Health Care will establish a plan for

the future needs of all personnel within the framework of a comprehensive government strategy

(Karami, Farokhzadian and Foroughameri, 2017). This allows for more ease in coordinating the

planning of future needs while also allowing for complete autonomy in the actual filling of jobs.

As a key component of system management and a formative influencer, human resource

management planning necessitates strategic forethought and action in response to emerging

circumstances. It is a dynamic managerial process in which the system and the workforce

constantly interact, with the latter's size being modified in response to shifting demands and

opportunities.

When there are not enough people to do the jobs, all of the country's health care regions

call the hospitals they oversee and are in charge of to find out what extra human resource

management staff they need. Medical personnel is often brought in to address gaps in the

hospital management system that cannot be filled through the normal procedure of recruiting

additional healthcare workers. New medical subfields emerge as hospitals adapt their plans to

meet the demands of the present and the future. The planning process's goal is to achieve and

maintain the enhanced development of personnel abilities and the ability to foresee any

administrative issues that may arise (Peter., 2014). Thus, whenever there is a shift in staffing,

hospitals must reevaluate and adjust their employment planning (Peter., 2014).
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Human Resource Management in Health Care

Workforce recruitment takes place through vetting, interviewing, and ultimately hiring applicants

who are qualified for human resource management. Through this procedure, the hospital is

presented with a pool of highly qualified applicants from whom to make its hiring decisions. The

number of human resources, size of the hospital, its plans, and projections are necessary for

businesses to know how many human resource managers to hire before they begin the hiring

process (Peter., 2014). The prediction will be based on the organization's annual budget and

intermediate- and long-term goals. Once the hospital has collected and analyzed the forecasting

data, it will be able to identify gaps and begin recruiting candidates with the necessary

experience and training (Nikolaou, Georgiou, Bauer and Truxillo, 2019).

The hospital employs a number of strategies for attracting prospective human resource

managers. When a position becomes available, the hospital will often post a job description

online. All the requirements for doing the work are spelled out in the job descriptions. The job

postings are then distributed to everyone working in the healthcare industry to gauge interest in

working there. The most qualified candidates will have all the necessary certifications and

degrees to apply for this position.

After then, the job description is distributed to everyone in the healthcare industry to

gauge interest in working there. The medical center can elect to start with its current staff

members if they have the necessary skills and experience for management. It is possible that the

position will not be advertised if a qualified employee already exists within the hospital. If there

are no suitable applicants within the organization, a recruitment effort may be launched to find

them elsewhere. Once a hospital has decided to recruit from outside their hospital, job postings
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Human Resource Management in Health Care

are disseminated to potential candidates and search firms. Once the position description is

complete, it will be advertised through a number of channels. Hospitals may also publicize

available positions in trade magazines, professional groups, and online job boards. Human

resources departments, professional groups, online job boards, word-of-mouth among current

employees, and the Internet itself are the most frequently used methods of recruitment

(Nikolaou, Georgiou, Bauer and Truxillo, 2019).

The hiring procedure starts as soon as the job description is received. The process of

recruitment ensures that there is a good fit between the staff and the post. Each candidate goes

through an in-depth interview process that is recorded and stored in a central location for future

use by the management team. Recruiters are responsible for interacting with candidates and

companies to acquire data, outline opportunities, and keep the lines of communication open

(Peter., 2014). After interviewing potential candidates, the best one is chosen to begin the

onboarding process. The managerial group posts the best-fit prospects for reference and

ultimately hires the best-fit individual.

Retaining human resource managers requires taking several strategic activities, such as

keeping them engaged and focused, so that they will choose to continue working for the business

and continue to be completely productive for its benefit. Hospitals have many activities that

occur throughout the day, 24/7, and most of their work is usually a matter of life and death. This

makes the work hard as there are a lot of ethical issues that human resources managers must

abide by and ensure that the hospital does the same. Attracting and maintaining essential
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Human Resource Management in Health Care

personnel and decreasing turnover and its associated expenses can be greatly aided by a well-

thought-out human resource management retention program (OECD., 2020).

Several methods have been implemented to keep good human resource management

employees at the hospital where I work. Improving staff retention began with a focus on strategic

hiring. Companies in the healthcare industry need to make sure they are hiring people who will

fit in well with their existing team dynamic. Employees that are a good cultural fit are more

invested in their work and more likely to report experiencing job satisfaction (Peter., 2014). If

they were a good fit, these newly hired human resource personnel would have an easier time

relating to the company, the employees they serve, and the patients. The hospital provides

stipends for human resource managers' basic needs, including food, housing, and transportation,

to keep them around and ensure they can make the most of their salary. The goal of these

bonuses is to keep the current staff together by giving them financial incentives to remain in their

current roles (OECD., 2020).

The hospital may contribute to the costs of relocating human resource managers if doing

so will result in that person taking a position at the hospital (Vermeeren et al., 2014). Offering

relocation help would encourage more people to move to the area for work, which is especially

important given the staffing need at the hospital. To further subsidize their living expenses, the

hospital pays for their accommodation. As part of fostering a healthy work-life balance, the

management team is also given freedom of choice over their schedules. Having this freedom

readily available is crucial for hospital workers due to the unpredictable nature of their schedules

and the nonstandard hours they must work. Since human resource management programs are
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Human Resource Management in Health Care

notorious for their excessive workloads, the hospital provides adequate compensation, benefits,

and rewards to their employees if they hope to retain their services (Guest, 2017).

Within each scheduling period, they have the option of requesting a day off on any

specific day. At the very least, they fit in a routine that is more manageable for them. For the

scheduling manager's convenience, they can additionally list any days they know they will be

unavailable due to personal obligations. That way, they will not have to worry about somebody

calling out of a shift. Human resource managers also participate in one of the many wellness

programs designed specifically for their work. Considering the importance placed on people's

health and wellness, it makes sense for hospitals to provide wellness programs for them. Due to

the demanding nature of most healthcare employment, wellness programs are essential in

preventing burnout. This demonstrates dedication to the well-being of their employees by

providing them with the resources they need to continue working in a high-stress business

(Guest, 2017).

Hospitals provide attractive compensation packages as part of their efforts to keep their

management team (Vermeeren et al., 2014). If you do not offer a competitive salary with other

organizations, good employees will look for other jobs at hospitals that pay more. The hospital

might save a ton of money by increasing wages for their permanent personnel instead of hiring

expensive temporary nurses. Long-term hospital human resource managers receive substantial

annual bonuses on top of their base wages. The incentive is a token of the hospital's appreciation

for its continued dedication. Information is obtained from staff about how the hospital might be

improved in order to meet their needs and encourage them to remain with the practice. This
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Human Resource Management in Health Care

method of caring for staff members demonstrates that their contributions are appreciated at the

company.

Recruiting and retaining top managerial talent is crucial to any hospital's success

(Vermeeren et al., 2014). To this aim, businesses should be ever-vigilant in meeting workers'

expectations and invest heavily in talent development to keep workers enthusiastic about coming

to work. When it comes to keeping human resource managers in the healthcare industry, it is

important to recruit and transition personnel strategically, invest in training and development,

and create engagement, mostly through associate recognition. The finest possible care for

patients may be provided by a motivated and retained management team.

The hospital receives its funding according to the Beveridge Model, as do all hospitals in

Hong Kong. Income taxes are used to fund a health care system in which the government is

responsible for providing medical coverage for all of the country's residents. Health care services

provided by the government are either free or very affordable. The initial establishment of either

public or private health insurance served as a foundation for the construction of the Tax-Based

System, which was built on top of that foundation (Yin and He, 2018).

When it comes to medical care in Hong Kong, HA is your only option. The hospital

authority is in charge of the administration of all hospitals. Generally speaking, the public sector

is responsible for funding and delivering tertiary and quaternary care, which includes specialized

and inpatient treatment. When it comes to payment of human resource management, the hospital,

through the hospital authority, pays for every bill incurred (Kong et al., 2015). All the
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Human Resource Management in Health Care

expenditure that comes as a result of management in the hospital is all taken care of by the

hospital authority governing board.

The daily rate covers everything but a small selection of privately purchased medical

supplies and medications not listed in the Hospital Authority's Drug Formulary. All hospital staff

gets a set wage from the government agency Hospital Authority, which provides most of the

hospital's operating funds. Costs in hospitals can range widely. Units that provide excellent care

to their patients will naturally see an increase in patient volume, even if those patients do not

contribute financially.

To conclude, human resource management is a vital sector when it comes to the day-to-

day activities of hospital management. They are responsible for hiring, taking care of employee

needs, managing hospital activities, and ensuring that hospital resources are available and are

being utilized correctly. Hong Kong's healthcare system is unique in that it operates on two

parallel tracks, the public and private. Hospital authorities, i.e., human resource managers or the

government, oversee the majority of publicly funded hospitals; however, funding from the

private sector is essential to keeping the public healthcare system afloat.

Given the current state of our hospitals, it is clear that the old British model of public

hospitals is inadequate in providing adequate access to health care for its population. The

retention of the current human resource management is dependent on the provision of rewards

and retention systems. It is vital for the government to allot additional funding and also offer

incentives, like bonuses, to keep the morale of the personnel high in order to make it possible for

individuals to have access to the health care system.

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Human Resource Management in Health Care

Public hospital services in Hong Kong are partially funded by the government through

the hospital authority (Kong et al., 2015). Within the framework of a perfectly market-oriented

economic matrix, extensive social security and medical care systems must be built to provide the

foundation for the health management system. Since ours is a publicly supported medical

facility, hospitals are able to provide services at a low cost to people of many socioeconomic

backgrounds.
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Human Resource Management in Health Care

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