Abstract
The absence of adequate literature focusing on human resources (HR) in healthcare makes it impossible for managers to achieve their potential. HR leaders have to deal with numerous challenges if they are to support the sustainability of medical services. The suggested proposal seeks to analyze such HR challenges and how they affect care to deliver.
Human resources (HR) is an essential department in every healthcare organization since it recruits, trains, and empowers individuals who match their requirements. The HR needs of medical practitioners differ significantly from those of workers in other organizations. This research proposal focuses on the major HR challenges in the healthcare sector.
Problem Statement
HR departments in a healthcare encounter numerous obstacles, which make it impossible for them to achieve their potential. Unfortunately, health leaders are usually unaware of the best strategies to address them. Proper knowledge of such issues can inform superior models for empowering practitioners and fulfilling patients’ demands (Kessler, Heron, & Spilsbury, 2017). This is the suggested research question for the targeted study: What are the major HR challenges the healthcare industry faces and how can organizational leaders address them to maximize health outcomes?
Discussion
Organizations and hospitals operating in the healthcare industry acquire adequate resources and competent professionals who can deliver high-quality medical services. Unfortunately, various challenges make it impossible for HR departments to empower their workers. The first predicament is that the field is characterized by numerous laws, policies, and guidelines. This means that HR managers should liaise with other parties and licensing organizations to monitor, guide, and empower medical practitioners. Some practitioners have to deal with legal and ethical issues that are beyond the scope of the HR department (Matsumoto, 2019). Consequently, such health managers might be unable to empower and guide their followers.
HR officers find it hard to tackle most of the difficulties many professionals face in their respective fields. For instance, both nurses and physicians report increased cases of burnout, work-related stress, and poor work-life balance. HR departments should consider the power of personalized models to meet the needs of all individuals (Mihaylova, Dimitrov, Gradinarova, & Todorova, 2018). Such issues explain why turnover remains high in this sector. This becomes a complex challenge for many HR departments since they find it hard to support the delivery of high-quality medical services. Another problem is that of reduced morale among healthcare professionals. The current HR workforce lacks adequate skills for addressing challenges that are unique to this industry.
HR units in health encounter diverse challenges when recruiting competent individuals. This is the case since the industry is grappling with the problem of workforce shortage. Such departments will not create powerful teams to provide high-quality health care to targeted patients. The issue of retention also complicates this dilemma. Uduma et al. (2017) indicate that many professionals will quit their jobs due to a lack of adequate resources and reduced morale.
Modern technologies have become essential in the field of medical practice. Health leaders find it hard to integrate such systems and guide their employees. HR officers also lack adequate training, thus being unable to utilize emerging technologies efficiently (Meskó, Hetényi, & Győrffy, 2018). These gaps explain why there is a need for HR leaders to identify superior strategies that can promote performance.
Conclusion
The completed proposal has indicated that HR departments in the field of healthcare encounter numerous challenges. Such problems make it impossible for HR leaders to recruit and empower caregivers to continue providing exemplary medical services. An evidence-based approach will minimize such gaps and transform many citizens’ health outcomes.
References
Kessler, I., Heron, P., & Spilsbury, K. (2017). Human resource management innovation in health care: The institutionalization of new support roles. Human Resource Management Journal, 27(2), 228-245. Web.
Matsumoto, A. (2019). Effective human resource management strategy for hospital nursing organizations. Management Science Letters, 9, 243-252. Web.
Meskó, B., Hetényi, G., & Győrffy, Z. (2018). Will artificial intelligence solve human resource crisis in healthcare? BMC Health Services Research, 18, 545-548. Web.
Mihaylova, T., Dimitrov, T., Gradinarova, N., & Todorova, D. (2018). Characteristics of human resource planning in healthcare. Journal of IMAB, 24(1), 1953-1956. Web.
Uduma, O., Galligan, M., Mollel, H., Masanja, H., Bradley, S., & McAuliffe, E. (2017). The impact of a human resource management intervention on the capacity of supervisors to support and supervise their staff at health facility level. Human Resources for Health, 15(1), 57-72. Web.