Determining the association of high‐commitment human resource practices with nurses’ compassionate care behaviour: A cross‐sectional investigation

Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.

Nurses' perception about Human Resource Management system and prosocial organisational behaviour: Mediating role of job efficacy

AIMS

To examine the relationship between nurses' perception about human resource management system and prosocial organisational behaviour through job efficacy.

BACKGROUND

Literature suggests that non-profit organisations are often confronted with financial constraints on one side and the expectation of delivering high-quality services on the other. Employees voluntarily engaging in service-oriented behaviours help to bridge this gap to some extent, and human resource management system plays a significant role in eliciting the requisite behaviours. In this article, the case of nurses from non-profit hospitals has been undertaken to examine the aspects of human resource management system that needs focus while promoting prosocial organisational behaviours among the nurses for ensuring better service delivery.

METHOD

Cross-sectional design was employed. Data were collected from 387 nurses working in non-profit hospitals in India through questionnaires and were analysed with the help of structural equation modelling.

FINDINGS

In the absence of sophisticated human resource system in non-profit hospitals, the study found that nurses' perception about human resource management system is positively related to prosocial organisational behaviours, and job efficacy partially mediates the relationship.

CONCLUSION

Positive perceptions such as involvement with the job and communication as well as supervisors' support are essential human resource practices for fostering self-efficacy and, thus, improving prosocial organisational behaviour of nurses working in non-profit hospitals.

IMPLICATION FOR NURSING MANAGEMENT

Non-profit hospitals should focus on nurses' participation and supervisory support, which would provide a better human touch approach to patient care and also improve service quality. The findings shed light on the nursing management of non-profit hospitals in terms of human resource management that has to be given much attention for institutionalizing prosocial organisational behaviour.

Model of Organizational Commitment Applied to Health Management Systems

In this paper, we try to build on the problems surrounding the management of human resources in health care organizations worldwide. After the analysis of the reviewed literature, we detected that the scientific community considers several recurring themes that need attention: stress, burnout, and turnover intention. Based on this, we developed a model of organizational commitment that aims to achieve performance and health quality, its main result the establishment of the appropriate management policies in order to avoid the abandonment of the organization through the search for commitment and job satisfaction. Amongst our main conclusions, we highlight the need to implement a human resources model for hospital administrators based on the relationships with "patients" not "clients" through the maintenance of a positive and strong atmosphere of staff participation. It is important to develop innovative practices related to clear job design that eliminate reasons for ambiguity and stress in executing the tasks of the healthcare system. Finally, we urge training programs in transformational leadership to promote the well-being and organizational commitment of employees.