Explaining variations in hospitals' use of strategic human resource management: How environmental and organizational factors matter

Factors driving differences in the adoption of quality management practices among hospitals: A two-phase, sequential mixed-methods analysis

BACKGROUND

Although all hospitals aim to deliver high-quality care, there is considerable variation in their adoption of quality management (QM) practices. Organizational and environmental factors are known to drive strategic decision-making in hospitals, but their impact on the adoption of QM practices remains unclear.

PURPOSE

Our study aims to identify multiple organizational and environmental factors that explain variation in the adoption of QM practices among hospitals and to explore mechanisms underlying these relationships.

METHODOLOGY

We conducted a two-phase, sequential mixed-methods study of German acute care hospitals. The quantitative phase used between-effects regressions to identify factors explaining variation in the number of QM practices adopted by hospitals from 2015 to 2019. The qualitative phase used semistructured interviews with quality managers to gain in-depth insights.

RESULTS

The number of QM practices adopted by a hospital was significantly associated with factors like hospital size and the presence of an emergency department or QM steering committee. Our qualitative findings highlighted potential mechanisms such as the presence of an emergency department serving as a proxy for organizational complexity or urgency of case-mix.

CONCLUSION

We provide an overview of factors driving QM adoption in hospitals, extending beyond the focus on single factors in previous research. Future studies could explore additional factors highlighted by our interviewees.

PRACTICE IMPLICATIONS

Our results can inform interventions to strengthen QM in hospitals and guide future research on this topic.

Back to the Future: What Healthcare Organizations Need to Thrive in the Face of Persistent Environmental Uncertainty

While uncertainty has always been a feature of the healthcare environment, its pace and scope are rapidly increasing, fueled by myriad factors such as technological advancements, the threat and frequency of disruptive events, global economic developments, and increasing complexity. Contemporary healthcare organizations thus persistently face what is known as "deep uncertainty," which obscures their ability to predict outcomes of strategic action and decision-making, presenting them with novel challenges and threatening their survival. Persistent, deep uncertainty challenges us to revisit and reconsider how we think about uncertainty and the strategic actions needed by organizations to thrive under these circumstances. Simply put, how can healthcare organizations thrive in the face of deeply uncertain environments? We argue that healthcare organizations need to employ both adaptive and creative strategic approaches in order to effectively meet patients' needs and capture value in the long-term future. The chapter concludes by offering two ways organizations can build the dynamic capabilities needed to employ such approaches.

N, Kuriakose V. HRM practices and employee engagement: role of personal resources- a study among nurses

Purpose

The study aims to look into the mechanism by which perceived human resource management (HRM) practices impact nurses' engagement, by specifically looking into the role of psychological availability and psychological safety.

Design/methodology/approach

A cross-sectional questionnaire survey was conducted among nurses (n = 465). Data were collected from nurses of National Accreditation Board for Hospitals and Healthcare Providers (NABH) accredited hospitals by employing two stage sampling.

Findings

Results indicate significant positive association between HRM practices and employee engagement. Role of psychological safety and psychological availability as mediators was also confirmed. The study supported the proposition that HRM practices affected employee engagement through psychological safety and then psychological availability thus approving serial mediation.

Originality/value

This research also contributes to a more comprehensive understanding of the ways to achieve employees' psychological safety, availability, and thus nurse engagement.

Factors associated with the research efficiency of clinical specialties in a research-oriented hospital in China

Research-oriented hospitals are responsible for medical services tasks, medical education, and scientific research, playing an important role in medical research and application. The research efficiency of a clinical specialty is influenced by factors such as the characteristics of the specialty, the organizational atmosphere, and the clinical director’s leadership. The present study aimed to describe the research efficiency of clinical specialties, explore the factors influencing it, and clarify the argument of co-evolution theory regarding the collaborative development of medical services, education, and research. Logistic regression and multiple linear regression were adopted to estimate the correlation between influencing factors and scientific research efficiency. Hospital H, which is representative of research hospitals in China, was taken as an example. Taking three efficiency values—comprehensive technical efficiency (CTE), pure technical efficiency (PTE), and scale efficiency (SE)—as dependent variables, the independent variables affecting research productivity were statistically analyzed. This study also examined the scientific research efficiency of 41 specialties between 2013 and 2017, and found that the independent variables affected CTE, PTE, and SE to various degrees. Collaborative innovation in medical education and research must be based on clinical research; how to balance medical and teaching quality, and research efficiency requires further discussion. While young people play a major role on the research team because of their creativity and initiatives, which improve CTE and PTE, high-level researchers with better research and leadership abilities lead to the rational allocation and effective utilization of resources, thus improving SE. In 2013–2017, discipline construction focused on scale expansion, resulting in the decline of SE in China. Therefore, this study suggests further improvements for the efficiency of clinical specialties in research hospitals.