HUMAN RESOURCE MANAGEMENT

Human Resource Management

Human Resource Management

The health system in most developed countries has undergone significant restructuring, as hospitals struggle to maintain the current level of care for patients with limited financial support from various government levels (Saltman and Tigueras, 1998;. Sochalski et al, 1997). They came to these major changes with little understanding of how to implement and manage, and how these changes affect the functioning of hospitals and patient care (Aiken and Fagin, 1997, White, 1997).

Restructuring the health care industry refers to an array of radical changes in the organization, ownership, and regulation of providers and services. Cost concerns, increased competition, the impact of investor priorities of technological progress, changes in social relations, and the aging and increasingly diverse population factors that will support a dynamic situation.

Organizational restructuring and reduction is a complex process, it is difficult to implement successfully (Burke and Nelson, 1998; Kets de Vries and Balazs, 1997). Data from the private sector shows that about half of the restructuring and reduction efforts studied are unable to meet its objectives (Burke and Leiter, 2000, Cameron et al, 1987;. Cascio, 1993, 1995, 1998). Recently, accumulating evidence from studies of restructuring hospitals show similar negative picture (Davidson et al, 1997;. Aiken et al, 1996;. Shortell et al, 1995;. Marmor, 1998; Reinhardt, 1996).

Several studies conducted over the past ten years have shown that the restructuring and reduction often have a negative impact on those who lost their jobs (Leana and Feldman, 1992), as well as those who survived (Noer, 1993; Marks, 1994) . Noir coined the phrase "Survivor disease" to capture the negative reaction seen in many survivors. Survivor disease constellation of negative attitudes and behaviors, which include reducing the work ethics, commitment to smaller, less trust in management and increase the cynicism and anger. The presence of these reactions can complicate the organizational work as well. These reactions were found to persist for several years, if the organization is taking concrete steps to address them. These reactions were typically found in studies of hospital restructuring (Armstrong-Stassen et al, 1996;. Curtin, 1996; Davidhizar, 1996; Dencker, 1989; Havlovic et al, 1998;. Richard Ivey School of Business, 1997, Woodward and others . al., 1999).

Studies on the restructuring of hospitals and reducing the identified particular stress, not only for the restructuring and reduction of organizations are likely to be heightened during these changes (Mesch et al, 1999;. Robertson and Dowd, ...