ORGANIZATIONAL BEHAVIOR MANAGEMENT

Organizational Behavior Management: HR Applications in Personnel Performance Enhancement in

Healthcare

Abstract

Healthcare organizations have addressed current error issues by adopting enhancing individual performance programs ? which usually include strategic human resource management (HRM). However ? little research has focused on the determinants of successful performance at healthcare organizations. The purpose of this paper is to examine the centrality of strategic HRM for addressing healthcare errors ? error reduction barriers ? individual performance management processes and practices ? performance enhancement program results ? and competitive advantage. Human resource management practices with special reference to the latest developments of the 1990s such as environmental effects and managing diversity were investigated. The purpose of the study was to unveil how the health care industry can benefit from these new concepts ? as well as to describe how the traditional health care facilities can adapt these new ideas. Specific examples were provided to illustrate this point. In compilation of this report ? both primary and secondary research was used. As primary research ? many reputable individuals in the health care industry were consulted ? and asked to comment on the rough draft of this report. Secondary sources included many journal articles ? original researches and books that were written on this technical subject. It can be concluded from this research ? that the health care industry should adapt the latest methods to compete and survive ? such as use more marketing tools to attract human resource management personnel from other industries ? promote diversity at the work place ? promote from within the company ? and cross-train personnel whenever possible. Health care industry has generally lagged behind other industries in securing high-performance individuals and marketing personnel; however ? with the development of health maintenance organizations ? this trend is changing. It has been said that managing change is a synonym for managing people through change. No other industry has experienced more change in the past ten years than the health-care industry. In order to regulate all of this change ? managers in health-care organizations must identify new ways to deal with the changes. The issues are as old as time: job satisfaction ? cultural conflict ? and compensation. This paper addresses each of these key issues with the following examples. A new nursing paradigm that was implemented at a hospital has significantly increased job satisfaction. This paper also takes a look at ways to manage cultural conflict in a diversified workforce. Finally ? the results of a team approach to compensation are studied.

Table of Contents

CHAPTER ONE: INTRODUCTION6

Overview6

Significance of the Study7

Purpose of the Study7

Aims and Objectives of the Study7

Research Questions8

Rationale8

CHAPTER TWO: LITERATURE REVIEW10

The impact of human resources on health sector reform12

Health care systems: Canada13

United States of America19

Case studies22

Case 122

Case 223

Germany25

Germany26

Globalization - a common thread34

Human Resources Implications Of The Factors40

Policy approaches in a global approach to health care delivery41

CHAPTER THREE: SUB QUESTION ONE43

The Centrality Of Strategic Human Resource Management For Healthcare Quality Results And Competitive Advantage43

Healthcare Error Sources And Error Reduction Barriers44

Strategic Human Resource Management46

Quality Management Processes ...