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On the centrality of strategic human resource management for healthcare quality results and competitive advantage

On the centrality of strategic human resource management for healthcare quality results and... Purpose – Healthcare organizations have addressed current error issues by adopting quality programs, which usually include strategic human resource management (HRM). However, little research has focused on the determinants of successful quality programs at healthcare organizations. The purpose of this paper is to examine the centrality of strategic HRM for addressing healthcare errors, error reduction barriers, quality management processes and practices, quality program results, and competitive advantage. Design/methodology/approach – The methodology of this study involves the analysis of questionnaire data from the quality and/or risk directors of 587 US hospitals by factor analysis and regression analysis. Findings – The findings focus on highly statistically significant relationships of strategic HRM with antecedent healthcare error sources, error reduction barriers, and quality management processes and practices, as well as the strategic HRM consequences of perceived quality program results and sustainable competitive advantage. Research limitations/implications – The limitations of perceptual data and common method variance are checked. Future research could investigate international effects. Practical implications – The practical implications are that hospital errors can be successfully addressed with effective strategic HRM, quality management processes, and quality management practices. Originality/value – The original contribution of this paper is the centrality of strategic HRM as a determinant of successful quality programs at healthcare organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

On the centrality of strategic human resource management for healthcare quality results and competitive advantage

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References (169)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710610684277
Publisher site
See Article on Publisher Site

Abstract

Purpose – Healthcare organizations have addressed current error issues by adopting quality programs, which usually include strategic human resource management (HRM). However, little research has focused on the determinants of successful quality programs at healthcare organizations. The purpose of this paper is to examine the centrality of strategic HRM for addressing healthcare errors, error reduction barriers, quality management processes and practices, quality program results, and competitive advantage. Design/methodology/approach – The methodology of this study involves the analysis of questionnaire data from the quality and/or risk directors of 587 US hospitals by factor analysis and regression analysis. Findings – The findings focus on highly statistically significant relationships of strategic HRM with antecedent healthcare error sources, error reduction barriers, and quality management processes and practices, as well as the strategic HRM consequences of perceived quality program results and sustainable competitive advantage. Research limitations/implications – The limitations of perceptual data and common method variance are checked. Future research could investigate international effects. Practical implications – The practical implications are that hospital errors can be successfully addressed with effective strategic HRM, quality management processes, and quality management practices. Originality/value – The original contribution of this paper is the centrality of strategic HRM as a determinant of successful quality programs at healthcare organizations.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Sep 1, 2006

Keywords: Human resource management; Health services; Quality programmes

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