Human Resources Management Module



Human Resources Management Module

Introduction

The HRM practices round the world in recent years has observed a successful pattern in the will acknowledged that the practices and human resource systems can participate in the creation of value of organizations. Although the strategic role of HRM is less subject to dispute, the why remain less well explained reasons that explain the relationship between HR practices and performance indicators, which are not yet a broad consensus. It is not clear yet the mechanisms by which practices HR has a strategic influence (Masterson, et.al, 2000). A growing number of analysts of strategic HR measures emphasize the need to explore the "black box" that links HR practices measures apart organizational performance such as profitability or shareholder value are mostly based on the assumption that HR practices have an indirect influence on organizational performance (Williams, et.al, 1991). Their effect would occur via some dimensions related to organizational climate and through the adoption of behaviors discretionary or non roles. These models are consistent with the view that behavioral i.e. positive organizational climate, behavior, stability (way & workforce) mediate the relationship between HR practices and organizational effectiveness (Cohen, et.al, 1996).

Some research has confirmed the thrust of these models. First, a low turnover rate and the adoption of behaviors out roles would be associated with improved organizational performance. Furthermore, studies have highlighted the positive role performance HR practices or systems on the stability and behavior beyond roles or performance of the employees. In this paper, I will be going to discuss and analyze about the particular HRM practices used by King Faisal Specialist Hospital Research Center, Riyadh, Saudi Arabia to provide justice and support and to generate a work climate of trust among employees. Secondly, how this organization develops a common vision (organizational commitment) across different professional background and interest (ex: nurse, physician, social worker, psychologist, educator, manager, etc.). Lastly, the paper will discuss about the how King Faisal Specialist Hospital Research Center manages the dilemma between the importance of extra-role behaviors for the productivity and the problem of work overload and professional exhaustion that create absenteeism and worst performance (Kidwell, et.al, 1997).

Overview of King Faisal Specialist Hospital Research Center

The hospital was held on a land area of 450,000 square meters donated by King Faisal bin Abdul-Aziz Al Saud, which laid the foundation stone in 1970 note that the area of the hospital of the current 920,000 square meters. Characterized by King Faisal Specialist Hospital and Research Center, owning the largest medical facility for the treatment of tumors in the Gulf region, where the treatment is done over 2800 patients a year, and represents the center medical facilities recently established to provide the necessary care for patients with tumors of adults and the performance of his efforts to provide medical care in the field of oncology and education and research and health education through an integrated team with an ambitious vision for the future aims to become the best world center for research, prevention and treatment ...