HRM Metrics in Healthcare Organizations

Healthcare is a complex economic system that balances in an unpredictable and rapidly changing external environment, and the harsh climate complicates healthcare management practices. In order to maintain a balance, it is necessary to adapt to the circumstances through innovative activities, in particular, by applying innovative human resource management. HR departments should measure the overall effectiveness of a healthcare organization by evaluating the level of job satisfaction and proactivity among medical professionals. It is stated that proactivity can be a positive predictor of care’s appropriateness, which means that the general quality of service improves as the HR department makes the healthcare specialists more motivated (Russo et al., 2016). Bondarouk et al. (2016) indicate that the standard of care is among the three major issues of HR management in the United States. In order to isolate the effect of an HR policy, precise measurements need to be taken before and after the implementation.

I would use both job satisfaction and proactivity as an HRM metric because the former ensures that employees are satisfied, and the latter improves the customer experience and quality of service. For example, Ronald Reagan UCLA Medical Center’s HR department is among the top medical facilities in Los Angeles, and it uses a proactive approach on its official website, which improves the quality of care before entering the hospital (“Patient’s corner,” 2020). In order to measure the success of the HR department through HRM metrics and their relation to the entire organization’s goal, it is important to find a correlation between these two. If the HR department’s new policy resulted in a sequence of changes in the overall performance of the organization, then it is possible to state that it was a success. The given measurements need to be conducted in conjunction with the organization’s performance indicators.


Bondarouk, T., Bos-Nehles, A., & Hesselink, X. (2016). Understanding the congruence of HRM frames in a healthcare organization. Baltic Journal of Management, 11(1), 2-20.

Patient’s corner. (2020). Web.

Russo, S. D., Mascia, D., & Morandi, F. (2016). Individual perceptions of HR practices, HRM strength and appropriateness of care: A meso, multilevel approach. The International Journal of Human Resource Management, 29(2), 286-310.