Dynamic Role of Technology in Managing Workforce in Service Delivery During COVID-19 Pandemic

Almeida, Dora; Sousa, Maria José; Pesqueira, Antonio Miguel

doi:10.1007/978-981-16-7099-2_7

Cited by 1 publication

(2 citation statements)

References 40 publications

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“…Although the findings of Jiang et al (2022) were applicable to the construction sector, this study opens up new avenues of implications in the health-care sector and enhances the theoretical depth in the existing literature related to health-care settings. Besides, this study revealed a positive association of workforce management on value-added time, which is also consistent with the prior findings of Almeida et al (2022) and Ahmadpour et al (2021). One of the reasons behind these findings can be attributed to the reason that the management of an effective workforce reduces patients' waiting times, improves the quality of patients' care and motivates employees to engage in value-added-activities (Ahmed et al, 2021), which may enhance the service delivery quality of hospitals.…”

Section: Discussionsupporting

confidence: 90%

“…A growing body of literature suggests that effective management of the workforce can augment the value-added activities and reduce non-value-added activities such as waste and unnecessary services that patients require in health-care organizations (Ahmed et al , 2021). Prior literature exhibits that effective workforce management leads to service quality enhancement, and reducing waiting time is one of the crucial determinants of value-added activities (Almeida et al , 2022; Ahmadpour et al , 2021). Additionally, reducing wait times improves patient care and reduces the number of patients who depart before they are seen (Pierce and Gormley, 2016; Ahmadpour et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

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Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

Ahmed

Hawarna

Alqasmi

et al. 2023

IJLSS

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Purpose This study aims to investigate the mediating role of lean management on the relationship between workforce management and value-added time in private hospitals. This study also investigates the direct influences of workforce management and lean management on the value-added time of the hospitals. Design/methodology/approach This study applied a quantitative approach to obtain data from the private hospitals’ staff in Peninsular Malaysia. A self-administered survey questionnaire was used to collect data from 287 hospital staff using a stratified random sampling method. The partial least squares structural equation modeling (PLS-SEM) approach was used to determine the internal consistency, reliability, validity of the constructs. The PLS-SEM method was also used to test the hypothesised research model via SmartPLS 3.3.4 version. Findings The findings of the study indicate that lean management has a direct and significant effect on the value-added time of private hospitals. The findings also revealed that lean management significantly mediates the relationship between workforce management and value-added time in private hospitals. The analysis of the results indicates that both workforce and lean management have a significant impact on the value-added time of the hospitals. Practical implications This study provides empirical contributions to enhance the quality of workforce management, lean management and value-added time. The findings of this study provide valuable insights into how effectively managing the workforce and providing guidelines to augment the lean management practices can ensure value-added time in Malaysian hospitals and the overall health-care industry. The lean management framework provides useful insights for the policymakers to understand the significance of workforce management, lean management on ensuring value-added time through reducing waiting times, unnecessary delays, generating a higher degree of patient safety, satisfaction and loyalty. Originality/value The research findings provide some essential indications for the health-care service providers to understand how the lean management approach can be implemented to enhance value-added time and how lean management can play a mediating role in creating a link between workforce management and value-added time in hospitals. This study also contributes to the theoretical and practical perspectives. The present study contributes to a better understanding of workforce management and lean management in health-care sectors from theoretical and practical perspectives.

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